DEGREE IN TOURISM AND HOSPITALITY MANAGEMENT. Programme Guide

Transcription

1 DEGREE IN TOURISM AND HOSPITALITY MANAGEMENT Academic Year Programme Guide MODULE: ORGANIZATIONAL BEHAVIOUR AND ORGANIZATION DEVELOPMENT IN TOURISM AND HOSPITALITY PERIOD: Semester 8 Lecturer: IÑAKI BUSTINDUY inaki.bustinduy@tsi.url.edu Publication for the exclusive use of TSI-Turismo Sant Ignasi, ESADE, Universitat Ramon Llull. Noreproductionpermitted

2 Tourism & Hospitality Management Degree COURSE SYLLABUS COURSE: ORGANIZATIONAL BEHAVIOUR AND ORGANIZATION DEVELOPMENT IN TOURISM AND HOSPITALITY MODULE: International Tourism and Hospitality Management CODE: OB8HRM-II COURSE TYPE: COMPULSORY Year: 4 ECTS CREDITS: 6 ECTS SEMESTER: 8 LANGUAGE: ENGLISH LECTURER: IÑAKI BUSTINDUY 1. General description of the course: The course is closely linked to previous year s subject dealing with Human Resources Management and Personnel Policies in Tourism and Hospitality. Organizational behaviour is the field of study that investigates the impact that individuals, groups and structures have on behaviour within an organization. Therefore, the main objective of the course is to understand human dynamics, both individuality and in the community, in a very practical and experiential way. 2. Competencies developed within the course: Type Name Indicators General 1,4 G6. Interpersonal Empathy/Comprehension: understand other people s emotions, understand their point of view and be genuinely interested in their concerns. G7. Team work and collaboration: cooperation and create team spirit. 2 G8. Conflict management: negotiate and resolve disagreements. 2,3,4 1,2,7 G9. Sensitivity and intercultural awareness: capacity to understand and interpret the influence of culture on values and behaviour of people and organizations G12. Directing people: persuading, convincing, influencing, impressing or managing others so they contribute to achieving the objectives set by the organization. G13. Personal development: potentialise other s abilities through feedback and coaching. Implies constant effort to improve learning in others from an appropriate analysis of their needs and the needs of the organization. G14. Change Management: Able to initiate and manage change 4 G15. Leadership: the intention of assuming a leadership role of a group or a work team. Implies the desire to guide others. May or 1 may not be associated to positions of formal authority. 2,3,6 Specific E11. Plan and manage human resources of tourism organizations 2,3 Basic B1. Be able to acquire, understand and structure knowledge 1,2,3,4,5 B2. Be able to apply knowledge 1,2,3,4 B3. Be able to search for and manage information in order to solve problems, transmit reflective judgements and/or make decisions 6,8 1,2,3,4,5,6,7

3 B4. Be able to communicate information and/or knowledge in one s mother tongue, as well as in at least two foreign languages B5. Be able to learn autonomously and continuously 1,2,3 1,2,3,4,5,6,7,8 3. Content Thematic block Topic/Unit Content B Block 1 INTRODUCTION What is Organizational Behaviour? The triangle focus: individual, group and organization system. Past, present and future of management Block 2 THE INDIVIDUAL Foundations of Individual Behaviour. Values, Attitudes and Job Satisfaction. Motivation: From Concepts to Applications. Interpersonal communication skills Block 3 THE GROUP A. Foundations of Group Behaviour. Teamworking. Conflict and Intergroup Behaviour. B. Foundations on Leadership. Block 4 4. Required Readings THE ORGANIZATION SYSTEM Teambuilding and managing people Foundations of Organization Structure. Organizational Culture (Informal Structure). Organizational Change and Development Title (pages) Author/s (Year) Publishers - City. Title (pages) Author/s (Year) Publishers - City. Organizational Behaviour Robbins, S.P. and Judge, T.A. (2013, 15th edition) New Jersey: Pearson Prentice Hall Various clipping supplied by the lecturer Various Various 5. Compulsory exercises and assessments Type Title Week Video-Forum Learning from Hollywood 1,6,11,14 Research Past, present and future of 2 Activity management Group Modelling Teams 3,10 Presentation Modelling Leadership Class- exercises Personality Test 4,7,8 Role Play on teamworking dynamics Case Study Elbow distances 5 Report Conference: "The metaphor of sports in teamworking and leadership" 12,13 Sharing job experiences

4 6. Learning activities and distribution of work load Type Activity Hours EA Contact Hours Lecturer s presentations 60 Classpresentations 20 Debates and class studies 10 EA Directed study Practical exercises /case studies 40 EA Selfstudy Reading and case study preparation 10 Information research 20 Study time (in-class test and final exams) 20 TOTAL Methodology and sessions chart Week Theory Practice B1. 1 st week What is Video Forum Organizational Behaviour? B1. 2 nd week The triangle focus: individual, group and Research activity organization system. Past, present and future of management B2. 3 rd week Foundations of Individual Behaviour B2. 4 th week Values, Attitudes and Job Satisfaction. Motivation: From Concepts to Applications B2. 5 th week Interpersonal B3/A. 6 th week Communication skills Foundations of Group Behaviour. Group presentation Personality Test exercise Case study Video Forum B3/A. 7 th week Teamworking Role Play exercise B3/A. 8 7h week Role Play exercise Conflict and Intergroup Behaviour 9 th week PARTIAL EXAM B3/B. 10 th week Foundations on Group Presentation B3/B. 11 th week B3/B. 12 th week Leadership Teambuilding and managing people Teambuilding and managing people B4. 13 th week Foundations of Organization Structure. Organizational Culture (Informal Structure). Organizational Video Forum Conference Report Sharing Job Experiences Report B4. 14 th week Change and Video Forum

5 Development B4. 15 th week REVIEW 8. Evaluation activities Only those students who have submitted almost all the assessed activities (80%) will be graded at the regular exam period. It's mandatory to attendance classes regularly (80%) in order to submit these activities and be prepared to pass the regular exam The partial exam (9th week) is optional. In case of passing it (5/10), the thematic blocks involved might be no answered in the regular exam considering the degree acquired. However, it's allowed to complete all regular exam in order to improve this partial degree. It's necessary to have marked both class degree (individual and group activities) and regular exam degree as a Pass (5/10) to be averaged. The retake exam is related only to the theoretical issues. It doesn't mean that the complexity of the retake exam is lower than overcoming the subject during the regular period. Activity Percentage Competencies evaluated Individual Activities 20% B1,B2,B3,B4,B5 Group Activities 30% G6,G7,G8,G9 Final Exam 50% G12,G13,G14,G15, E11 9.Bibliography Belbin, R.M. (1995): Management Teams: why they succeed or fail. Burlington: Belbin Associates Cameron, K. and Quinn, R.E. (2006): Diagnosing and changing organizational culture. San Francisco: Jossey-Bass Gesterland, R. (2005): Cross-Cultural Business Behaviour 4th ed. Copenhagen: Copenhagen Business School Press. Northouse, P. (2004): Leadership. Theory and practice. Thousand oaks: Sage Publication Senge, P. M. (1990): The Fifth Discipline. New York: Doubleday (Random House) Schein, E.H. (2004), Organizational Culture and Leadership. San Francisco: Jossey- Bass 10. Lecturer Iñaki Bustinduy Bachelor of Economics & Business Administration and Political Science & Sociology. Master in Financial Management and in Social Sciences Research. He has spent most of his career in strategic and human resources consulting, both multinational and local environments. He has also had managerial experience as manager of a large electrical material distribution group and

6 some little businesses as an entrepreneur. He is currently managing a consultancy office, H&B Human and Business, where he directly implements professional and organizational development projects. At present, collaborates as associate professor at various universities and business schools in the country in subjects related to management, human resources and management skills. He is the author of the books: Time management, Internal communication in organizations 2.0 and Personal Branding, all for the Editorial UOC.