Relational and managerial skills

The general objective of the subject is to provide students with basic competencies related to effective performance in the so-called "Relational and Directive Skills"; these are cross-cutting, non-technical competencies that will enable them to increase their employability and effectively respond to many of the demands arising from the performance of their professional activities. This general objective is operationalized in the following specific objectives:

- To acquire a repertoire of knowledge and information about the main processes involved in organizational behavior management.

- To develop a progressive awareness of the importance of the human factor in the organization.

- To gain introductory knowledge about the methods, techniques, instruments, strategies, and procedures for intervening in human behavior within organizations.

- To develop habits of observation, analysis, understanding, and interpretation of the problems on which they will have to intervene to contribute to their solution.

1. Effective Communication in Interpersonal Relationships and Organizations.
1.1. Functions of communication.
1.2. Interpersonal communication in organizations.
1.3. Formal organizational communication: Internal communication flows within the organization.
1.4. Informal organizational communication.
1.5. Organizational communication networks.

2. Work Motivation.
2.1. Motivation in the organizational context: Concept.
2.2. Content Theories of Motivation.
2.3. Process Theories of Motivation.
2.4. Application of theoretical principles to HR management.

3. The Decision-Making Process.
3.1. Definition, problems, and conditions.
3.2. Normative models of decision-making: The Economic Man.
3.3. Descriptive models of decision-making: The Administrative Man.

4. Conflict and Conflict Management.
4.1. Organizational conflict: Concept.
4.2. The conflict process.
4.3. Strategies for conflict management.
4.4. Negotiation.
4.5. Mediation and arbitration.

5. Leadership and Team Management: Building a High-Performance Team.
5.1. Organizational leadership.
5.2. Work teams.
5.3. Leadership and participation: Vroom and Yetton's model.

BASIC BIBLIOGRAPHY
- Robbins, S.P. & Judge, T.A. (2017). Organizational Behavior (17th ed.). Pearson. [SIGNATURE: Q9 422 | Available in eBook format]

- Robbins, S.P. & Judge, T.A. (2010). Introduction to Organizational Behavior (10th ed.). Pearson. [SIGNATURE: PE 1136 | Available in eBook format]


COMPLEMENTARY BIBLIOGRAPHY
- Albadalejo, M. (2007). Communication Beyond Words: What We Communicate When We Think We're Not Communicating. Graó. [SIGNATURE: 37 5888]

- Hargie, O., & Dickson, D. (2004). Skilled Interpersonal Communication: Research, Theory, and Practice (4th ed.). Routledge. [Available in eBook format]

- Haslam, S. A., Reicher, S. D., & Platow, M. J. (2020). The New Psychology of Leadership: Identity, Influence, and Power (2nd Ed.). Routledge. [SIGNATURE: PS17 123]

- Gil, F. & Alcover, C.M. (Eds.) (2014). Introduction to Organizational Psychology. Madrid: Alianza editorial. [SIGNATURE: PS15 618 | Available in eBook format]

- Gómez-Mejía, L., Balkin, D., & Cardy, R. (2008). Human Resource Management. Pearson-Prentice Hall. [SIGNATURE: Q10 69]

- Luthans, F. (2008). Organizational Behavior (11th ed.). Mexico: McGraw Hill. [SIGNATURE: PS15 999]

- Munduate, L. & Medina, F.J. (2013). Conflict Management, Negotiation, and Mediation. Madrid: Pirámide. [SIGNATURE: PS14 2019 A | Available in eBook format]

- Rees, W. D., & Porter, C. (2015). Skills of Management and Leadership: Managing People in Organizations. Macmillan International Higher Education.

- Salas, E., Tannenbaum, S., Cohen, D., & Latham, G. (Eds.). (2013). Developing and Enhancing Teamwork in Organizations: Evidence-Based Best Practices and Guidelines. John Wiley & Sons.

- Van-der Hofstadt, C. & Gómez, J. M. (2013). Competencies and Professional Skills for University Students. Ediciones Díaz de Santos. [SIGNATURE: EM 1192]


NOTE: Additionally, students will have access to various teaching support sections on the Virtual Campus, where they will find a multitude of tools and resources.

KNOWLEDGE:
- (CN05) Understanding the foundations of entrepreneurship and managerial skills within the framework of business management.

COMPETENCE:
- (CP07) Directing and managing work organization and human resources applying criteria of industrial safety, quality management, prevention of occupational risks, sustainability, and environmental management.

SKILL:
- (HD03) Communicating conclusions, along with knowledge and reasons that support them, to specialized and non-specialized audiences in a clear and unambiguous manner.
- (HD05) Performing effectively in establishing and developing interpersonal relationships.
- (HD10) Developing skills associated with teamwork (cooperation, leadership, active listening), and leading and defining multidisciplinary teams capable of solving technical changes and managerial needs in national and international contexts.

The teaching of the subject will be carried out through various types of teaching methodologies, namely:

1) Participatory expository classes, which are aimed at training students in acquiring knowledge related to the topics included in the program (CN05, HD03).

2) Seminars and interactive classes. Seminars aim to delve into some of the topics of the program through a more specialized approach. On the other hand, interactive classes will be of two types: (a) "expressive" ones, aimed at experimenting and empirically demonstrating some of the processes or effects explained; and (b) "instrumental" ones, which aim to provide students with the necessary professional competencies to apply the skills discussed at a theoretical level in real-life situations (CP07, HD03, HD05, HD10).

3) Tutoring sessions, which involve direct and face-to-face interaction, for continuous guidance and deepening of the theoretical contents presented by the professor, monitoring the application of practical contents included in the students' work, as well as addressing doubts (CN05, CP07, HD10).

4) Evaluation activities. Continuous evaluation activities, along with individual and/or group tutoring, will allow feedback on the progress of each student throughout the semester. The final evaluation will assess the level of knowledge acquired regarding the contents of the subject program (CN05, CP07, HD03, HD05, HD10).

Additionally, each student will have access to a virtual classroom supporting face-to-face teaching on the USC Virtual Campus.

The assessment of competencies related to the acquisition of theoretical knowledge presented in face-to-face sessions (expository and interactive) of the subject will be conducted through a final written exam (multiple-choice), which all enrolled students must take.

The assessment of skills and attitudes acquisition will be continuous, based on the participation and performance of students in scheduled tasks throughout the semester (seminars, case studies, simulations, etc.), as reflected in practice reports and other elements used in the aforementioned continuous assessment process.

The final grade of the student in the subject (maximum of 10.0 points) will result from the sum of the grades obtained during continuous assessment (practice reports, video recordings, attendance, and participation in classes and seminars, etc.) and in the final exam, according to the following value table:
• Continuous Assessment: 4.0 points (CP07, HD03, HD05, HD10).
• Tutoring: 1.0 point (CN05, CP07, HD10).
• Final Exam: 5.0 points (CN05).

The evaluation conditions for the subject in the second opportunity will be the same as those set for the final evaluation of the first opportunity.

The evaluation conditions for the subject for repeating students will be the same as those set for the final evaluation of the first opportunity.

Students with dispensation from the attendance obligation will have the right to non-face-to-face teaching and tutoring, according to the specificities of the subject. To verify the acquisition of the planned competencies, they must periodically access the virtual campus and complete the scheduled continuous assessment activities, respecting the proposed activity calendar.


NOTE: For cases of fraudulent completion of exercises or tests, the provisions of the Regulations on the assessment of academic performance of students and review of qualifications will apply.

FACE-TO-FACE ACTIVITIES:
* Expository sessions (13.5 hours).
* Specialized seminars (4 hours).
* Practical classes (14 hours).
* Tutoring sessions (4.5 hours).
* Evaluation (Final Exam) (2 hours).

Total hours of face-to-face activities: 38 hours.


PERSONAL WORK:
* Reading and preparation of material supporting expository classes (10 hours).
* Pre-reading, analysis, and group discussion of material supporting interactive classes. Preparation of practice reports (36 hours).
* Preparation of tutoring sessions (8 hours).
* Evaluation (Final Exam preparation) (20.5 hours).

Total student personal work hours: 74.5 hours

GENERAL RECOMMENDATIONS
Attendance at face-to-face classes facilitates understanding and assimilation of the subject matter, providing a plethora of examples from various organizational contexts regarding the practical applications and implications of the theoretical content covered.

Attendance at practical classes is essential for, as much as the limited time allows, practicing basic skills and experimenting with some of the models, techniques, and concepts necessary to effectively intervene in the organizational context.

Each student will have access to a virtual classroom supporting face-to-face teaching on the USC Virtual Campus, which will be used as the focal point for all activities in the subject.


RECOMMENDATIONS FOR FOLLOW-UP AND TUTORING
Each student will have the support and tutoring they need from the subject teacher at all times, for the proper completion of the tasks assigned to them, both during and outside class hours. Therefore, it is recommended that students, individually or in groups, frequently utilize the professor's office hours, respecting everyone's time:
*Carlos Montes Piñeiro (Office 91 - 2nd floor, Module B of the Faculty of Psychology): Mondays, Tuesdays, and Fridays, from 10 a.m. to 12 p.m.

It is advised not to leave the preparation of reports for each practice or reading until the last minute, in order to submit them within the fixed deadline (which is non-negotiable). If this work is not planned and executed with sufficient time, the workload assigned to students by the different subjects comprising the semester may become excessive.

Students with specific educational support needs must personally notify the University Participation and Integration Service (SEPIU) to proceed, if necessary, with the corresponding curricular adaptation.


RECOMMENDATIONS FOR REMOTE TEACHING
It is necessary to have a computer with a microphone and camera for participating in the remote activities scheduled throughout the course. It is recommended to acquire equipment compatible with the MS Windows environment, as other platforms may not support some of the software programs available at USC.

The vehicular language of the subject will be Spanish.