Unit 1. Fundamentals of the psychology of organizations.
1. Psychology of organizations.
A. Organizations and the psychology thereof.
B. Components and levels of analysis of organizations.
C. Classification of organizations.
2. Main theoretical approaches to the psychology of organizations.
A. Model of the organizational ideal of modernist rationality.
B. Human factor.
C. Normal development of organizational theory: the organization as a sociobiological body.
D. Approaches and alternative paradigms.
E. Organizations in today's companies.
Unit 2. Organization: environment, structure, and culture.
3. Organizational environment.
B. Dimensions of the environment and organizational structure.
C. Response of the organization to turbulent environments: temporary nature.
D. Organizational texture of the environment.
E. Global trends.
F. Global environment.
G. Environmental complexity, change, and munificence.
H. Theoretical models of the organization-environment relationship.
4. Organizational structure.
A. Organizational structure and design.
B. Fundamental components of the organization.
C. Basic mechanisms of organizations.
D. Design parameters.
E. Situational or contingency factors.
F. Structural configurations.
G. New structural configurations.
H. Criteria on structural effectiveness.
5. Organizational culture.
A. Organizational culture.
B. Differences between climate and culture.
C. Two important paradigms in the study of organizational culture.
D. Definition of organizational culture.
E. Evaluation of organizational culture.
F. Training and changes to organizational culture.
G. Relationship between organizational culture and other variables.
6. Innovation, strategic change, and organizational learning.
A. Concept of change.
B. Dilemma of organizational change.
C. Process of change.
D. Initiating change.
E. Types of change.
F. Concept and approaches to organizational learning.
G. Components and processes of organizational learning.
H. Conditions that foster organizational learning.
I. Activities and procedures oriented toward organizational learning.
Unit 3. Influencing processes at organizations.
7. Power and authority.
B. Concept and characteristics of power.
C. Formal aspects of power: relational, dependent, sanctioning.
D. Use of power.
E. Direction of power.
F. Power in the political perspective of organizations.
G. Authority and power.
H. Types of authority.
8. Conflict and negotiation processes.
A. Definitions of conflict.
B. Types of conflict.
C. Functional and dysfunctional aspects of conflict.
D. Models on conflict.
E. Factors related to conflict.
F. Managing and resolving conflict.
G. Contextual dimensions and dynamics of negotiation.
Unit 4. Organizational outcomes.
9. Organizational effectiveness.
A. Conceptual aspects of organizational effectiveness as a construct.
B. Organizational effectiveness model I. Approaches and ideal types.
C. Context and organizational dynamics in relation.
D. Practice of organizational effectiveness.
E. Organizational effectiveness as unsolvable complexity
F. Future perspectives for organizational effectiveness.
10. Fundamentals of psychosocial intervention at organizations.
B. Psychosocial intervention at organizations: conceptual delimitation.
C. Classification proposals of organizational interventions.D. Relationship between investigation/intervention.
E. Approach to organizational intervention with design sciences.
F. Groups of reference and relevant agents in the intervention process.
G. Roles and competencies in the professional intervention process.
H. Requirements for success of psychosocial intervention.
I. Ethical dimensions of organizational intervention.
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