INTERPERSONAL RELATIONS IN THE COMPANY TecnoCampus | Centers attached to Pompeu Fabra University and Business Park

General information

Subject type: Basic

Coordinator: Núria Masferrer Llabinés

Trimester: Third term

Credits: 6

Teaching staff:

Lluís Codinas Poch
Jesus Molina Rodríguez
Vera Butkouksaya

Teaching languages

Catalan
Spanish
English

Check the schedules of the different groups to know the language of teaching classes. Although the material can be in any of the three languages.

Skills

Basic skills

B4_That students can convey information, ideas, problems and solutions to both specialized and non-specialized audiences

Specific skills

E4_Assess and define the personnel policies of a company or business organization, select work teams, define profiles and establish staffing needs
E6_Interpret legal regulations and institutional organization and manage business information.

General competencies

G1_Be able to work in a team, actively participating in tasks and negotiating dissenting opinions until reaching consensus positions, thus acquiring the ability to learn together with other team members and create new knowledge
G3_Integrate the values of social justice, equality between men and women, equal opportunities for all and especially for people with disabilities, so that the studies of Business Administration and Innovation Management contribute to to train citizens for a just, democratic society based on a culture of dialogue and peace

Transversal competences

T3_Show entrepreneurial leadership and leadership skills that build personal confidence and reduce fear of risk

Description

The subject of Interpersonal Relations is a cross-cutting subject within the Degree that will train students in the knowledge and application of basic tools for the development of human resources.

Understand the general foundations of the operation of people management in a company from its strategic, organizational, functional and social perspective.

Learning outcomes

Apply people management techniques and evaluate interpersonal relationships in the company.

Working methodology

Theoretical sessions

MD1. Master class: Expository class sessions based on the teacher's explanation attended by all students enrolled in the subject

MD2. Conferences. Face-to-face or streaming sessions, both in university classrooms and in the framework of another institution, in which one or more specialists present their experiences or projects to students.

MD3. Presentations. Multimedia formats that support face-to-face classes

Guided learning

MD5. Seminars. Face-to-face format in small work groups (between 14 and 40). These are sessions linked to the face-to-face sessions of the subject that allow to offer a practical perspective of the subject and in which the participation of the student is key.

MD6. Debates and forums. Face-to-face or online conversations, depending on the objectives pursued by the teacher responsible for the subject. The debates have a start and end date and are energized by the teacher

MD7. Case study: Dynamics that starts from the study of a case, which serves to contextualize the student in a specific situation, the teacher can propose different activities, both individually and in groups, among their students.

MD8. Role-playing games. Simulation dynamics in which each student plays a role specified by the teacher. As a "role", you will have access to specific information and must "play" its bases, according to the rules of the game, to resolve or experience the reference situation of the dynamics.

Autonomous learning

MD9. Solving exercises and problems: Non-contact activity dedicated to the resolution of practical exercises based on the data provided by the teacher.

MD11. Non-contact tutorials: for which the student will have telematic resources such as e-mail and ESCSET intranet resources.

This subject has methodological and digital resources to make possible its continuity in non-contact mode in the case of being necessary for reasons related to the Covid-19. In this way, the achievement of the same knowledge and skills that are specified in this teaching plan will be ensured.

Topic 1	The importance of the human factor in organizations Understand the value of people in achieving the goals of the entire organization Ethics and business The gender perspective
Topic 2	Human resource planning Analysis of real needs and current situation Design and evaluation of jobs Template optimization
Topic 3	Recruitment and job selection Goals Phases of the process Selection techniques
Topic 4	Internal Communication in Organizations Oral communication Communication and conflict Importance of communication in organizations
Topic 5	Motivation and job satisfaction Theories of motivation Internal and external factors that influence satisfaction Working environment
Topic 6	Leadership Basics Leadership theories

Learning activities

AF1. Theoretical sessions
AF2. Seminars
AF3. Work in group
AF4. Individual work
AF5. Personal study
AF7. Face-to-face tutorials

Evaluation system

The evaluation will consist of the continuous evaluation and with the following percentages:

• 10%: Participation and attitude (non-recoverable). 80% of the sessions must be attended.

• 40%: Written group or individual work. Any non-delivery of the final work will mean a mark of 0 of this part and in case of oral presentation of the work will not be possible.

• 50%: Final exam (recoverable). A minimum grade of 5 out of 10 must be obtained in order to be able to compute the other assessment items.

It will be necessary to take a minimum mark of 5 in the final exam and in the work to be able to make the average of the mark of the subject. Otherwise, those students who do not reach the minimum mark in the exam or the average of the course does not exceed 5 out of 10, they will have to go to recovery.

Recovery:
In the event that a student has failed, he / she will be able to go to the recovery of the final exam.

A student who has not taken the exam in the first call can NOT take the retake.

REFERENCES

Basic

DOLAN, SL, VALLE, R., JACSON, SE, SCHULLER, RS (2007). Human Resource Management. Ed. Mc. Graw Hill, Barcelona

Gomez-Mejia, Luis R. Managing human resources / Luis R. Gómez-Mejía, David B. Balkin, Robert L. Cardy. — 7th ed.

Complementary

ARAGON, Antonio and others. Coordination VALLE, Ramón J. (2005). The strategic management of Human Resources. Editorial Pearson Prentice May. Second edition. Madrid.

BORRELL, Francesc (2001). Communicate well to lead better. Ediciones Gestión 2000, Barcelona.

MONTEA, Mª.J. (2006) Personnel selection.

HENRY H. MORGAN, JOHN W. COGGER, (1998) Interviewer's Handbook. Publications of Applied Psychology, TEA Ediciones, SA, Madrid 1998

GOLEMAN, Daniel (2005). The practice of emotional intelligence. Ed. Cairo. Third edition, Barcelona.

1019 - INTERPERSONAL RELATIONS IN THE COMPANY

Degree in Business Administration and Innovation Management

School of Social and Business Sciences