Transcript MSc in Leadership and Organisational Psychology_MSc in

MSc Programs 2013-2015
Department of Leadership and
Organizational Behaviour
Astrid Richardsen
Professor, Associate Dean
Practical Information
• Information about Programs and Requirements can be found
on BI’s website. Go to:
– www.atbi.no/
– Programme Information
– Master of Science
– Class of 2013 - 2015
Either
– MSc Leadership and Organizational Psychology
Or
– MSc Business and Economics
– Major in HRM
Contacts
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Astrid M. Richardsen
Professor, Associate Dean
[email protected]
Office: A3-046
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Stine Marie Rode
MSc Coordinator, MSc LOP, Master Administration
MSc Coordinator, MSc BU/HRM, Master Administration
[email protected]
MSc Programs
• MSc Leadership and Organizational
Psychology
• MSc Business and Economics
– Major in HRM
MSLO Mandatory Courses
• Core courses
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GRA 6038 Applied Business Ethics
GRA 2411 Strategic Management
GRA 6026 Organizational Science
GRA 6020 Multivariate Statistics
GRA 2258 Research Methodology for Organizational Psychology
• Program Courses
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GRA 2205 Organizational Behavior
GRA 2203 Psychological Measurement and Individual Differences
GRA 2204 Judgement and Decision Making
GRA 2239 Leadership in Organisations
GRA 2246 Managing Workplace Diversity
MSLO Elective Courses
• Second year Elective Courses (Select 5)
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GRA 2231 Stress and Productivity
GRA 2235 Recruitment, Training and Development
GRA 2236 Creativity and Organizations
GRA 2237 Counselling
GRA 2245 Economic Psychology
GRA 2423 Persuasion and Influence
GRA 2426 Organizational Learning
GRA 2425 Change Management
GRA 2427 Groups and Teams: Dynamics and Effectiveness
GRA 2257 HRM
Course Overview MSLO 2013-2015
MSc Business and Economics
Major in HRM
• Core courses (5)
• Specialization Courses (6 mandatory courses)
– GRA 2205 Organizational Behavior
– GRA 2203 Psychological Measurement and Individual
Differences
– GRA2239 Leadership in Organisations
– GRA 2246 Managing Workplace Diversity
– GRA 2257 HRM
– GRA 2261 Managing for Excellence – Generative Practices
• A 7th Elective Course
– GRA 2231 Stress and Productivity
Course Overview HRM 2013-2015
Semester
6 ECTS
1. semester
GRA 6035 Mathematics
CORE
2. semester
GRA 2258 - Research
Methodology for
Organizational
Pschycology
CORE
6 ECTS
GRA 6031 GRA 6038 - Applied
Microeconomics
Business Ethics
CORE
CORE
GRA 6036 Multivariate
Statistics
CORE
GRA 2239 Leadership in
Organisations
6 ECTS
6 ECTS
GRA 2205 Organisational
Behaviour
GRA 2203 –
Psychological
Measurement &
Individual Differences
GRA 2246 –
Managing
Workplace Diversity
GRA 2257 –
Human Resource
Management
Electives
(GRA 2231 Stress and Productivity*)
3. semester
4. semester
6 ECTS
GRA 2261 Managing for
Excellence Generative Practices
GRA 1900 - Master Thesis
GRA 1900 - Master
Thesis
MSc Business and Economics
Minor in HRM
• The following three courses must be taken
in a minor in HRM
– GRA 2205 Organizational Behaviour
– GRA 2203 Psychological Measurements and
Individial Differences
– GRA 2231 Stress and Productivity
Student Exchange
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University of Tilburg, Netherlands
Reykjavik University, Iceland
Florida Institute of Technology, U.S.A.
University of Newcastle, Australia
Queensland University of Technology,
Australia
• Aston Business School, UK
Strengths of the MSLO program
• Basis in traditional business education
• Courses in Business Strategy, Organizational Science and
Business Ethics in addition to Organizational Psychology
• Connection to large organizations in public and private sector
for relevant research projects
• Dynamic learning environment consisting of students from
Business and Economics, as well as Social Sciences and
Humanities
• International student environment
• Wide applicability and career opportunities in management,
HRM, personnel work, training and development, and
consultation work in both public and private sector
• Preparation for Doctoral studies and academic careers
Teaching approach
• Develop basic conceptual skills that will allow
students to recognize, evaluate and understand
individual and group behaviour in organizations
• Learning research-based techniques and tools that
can be applied in the work toward increased
effectiveness in modern organizations
• Problem based learning, cases and examples
• Use of interactive teaching methods – high student
involvement and activities, group work
• Student Exchange welcomed
MSc Thesis
• The MSc thesis is generally written in groups of two students.
• You may apply to write your thesis individually to the MSc
Associate Dean
• The thesis process starts with a Thesis Seminar in the spring
term of the first year and the course in Research Methodology
– Thesis Registration Form
• Advanced Thesis Seminar will be offered in the fall term of the
second year
• The MSc thesis consists of two deliverables:
– The preliminary thesis report (20% of grade)
– The final thesis (80% of grade)
Thesis Progress and Deadlines
• May 2nd (second semester)
- Submission of Thesis Registration Form
• January 15th (fourth semester)
- Submission of Preliminary Thesis Report
• June 20th (after fourth semester)
- Delivering Thesis Submission Form
• September 1st (after fourth semester)
- Submission of Final Thesis
How to get started
• Each student is responsible for selecting a thesis
topic.
• The topic should be related to the student’s
specialization/major in the MSc program.
• The core course in Research Methodology will
provide opportunities to develop a research topic
• Students are required to find a thesis supervisor
• A thesis seminar to address some of the questions
above will be offered in association with the
Research Methodology course
Potential Supervisors - MSc Thesis in
Organizational Psychology/HRM
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Astrid Richardsen, Professor
– Stress and Burnout, Work Engagement, Occupational Health,
Organizational Change, Work Attitudes, Women in Management
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Bård Kuvaas, Professor
– Human Resource Management, Organizational Behavior, Behavioral
Decision Making
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Øyvind Martinsen, Professor
– Creativity/Innovation, Motivation, Personality Theories, Leadership,
Psychometrics
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Lars Glasø, Professor
– Leadership and Emotions, Destructive Leadership, Consultancy, other
issues within Organizational psychology/HRM
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Linda Lai, Professor
– Judgement and Decision Making, Management and Development of
Competence
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Cathrine Filstad, Professor
– Organizational Learning, Socialization Processes
Potential Supervisors - MSc Thesis in
Organizational Psychology/HRM
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Thorvald Hærem, Associate Professor
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Jan Ketil Arnulf, Associate Professor
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Laura M. Traavik, Associate Professor
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Hallvard Føllesdal, Associate Professor
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Geir Thompson, Associate Professor
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Anders Dysvik, Associate Professor
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Ole Iversen, Associate Professor II
– Information Processing in Organizations, Routinization of decision making,
Organizational Design, Judgement and Decision Making
– Reflexivity in Management Teams, Effective Leadership, Management Team
Success, Organizational Change
– Diversity in Organizations, Women in Management
– Emotions in organizations, ”Emotional intelligence”, Personality at work,
Psychometrics
– Leadership
– HRM, Orgnizational Behavior, Methodology
– Personality, Leader Development, Recruitment and Selection of
Employees/Leaders
Potential Supervisors - MSc Thesis in
Organizational Psychology/HRM
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Jon Erland Lervik, Associate Professor (OCD)
– Knowledge Management, Change Management
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Tom Rosendah, Associate Professor (OCD)
– Change Management, Communication, Marketing, Globalization
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Svein S. Andersen (OCD)
– Leadership and change, experiential learning, performance development
/enhancement
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Øyvind Kvalnes (OCD)
– Issues in Business Ethics
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Jonas Söderlund, Professor (PM)
– Project Leadership, Project Team Development, Trust in Temporary Projects,
Project Manager Careers, Mobility in Project-based Industries and Firms
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Donatella De Paoli, Associate Professor (PM)
– Leadership of Arts, Architecture and Space, Creativity in Groups
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Kim van Oorschot, Associate Professor (PM)
– Project Management, Cognitive Biases, Decision-making, Business Dynamics
Examples MSc Theses
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How do negative vs positive framing influence managers' risk taking: Are
experts and novices equally influenced by framing?
Leadership & Personality: What characterizes informal leaders?
Job demands, family-work conflict, empowering and fair leadership and the
relationship with mental health
The role of conflicts and conflict climate on OCB and CWB in organizations
The Effects of Office Lighting and Air Quality conditions on Workers
Satisfaction, Engagement and Tiredness
The Moderating Role of Social Integrative Mechanisms on the effects of
Distance on Knowledge Transfer in a multinational company
The effects of emotions on perception of competence and intention to actJob
engagement as a mediator between
Leader Member Exchange and intention to leave the organization
The Five factor model of personality and managerial performance: Using
multiple performance dimensions and multiple rating sources
Identifying Effective Leaders: The Predictive Validity of Emotional Intelligence
Examples MSc Theses
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Congruence in leader-subordinate ratings of job effort and job performance
An investigation of the importance of the immediate supervisor in the implementation
of perceived intrinsic and prosocially motivational HR
Perceived competence mobilization and turnover intention
Communicative practises and enhancing creativity
Exploring Error Management Training, Cognitive Processing Styles and Mindfulness
Ingratiatory behavior in organizations: Antecedents and outcomes
The impact of collective efficacy on boards
Job stress, passion for work and work-family conflict among Chinese physicians
Justice and organizational commitment: Importance for financial results of companies
A practice-based view on knowledge sharing and high-quality connections
Organizational Change and Work Engagement in different professions
How does frequent feedback, supervisor support and job autonomy affect
performance appraisal reactions?
Empowering Leadership Behavior - an investigation of the relationship between
empowering leader behavior and employee outcomes, and the moderating effect of
economic and social leader-member exchange