MSc Programs 2013-2015 Department of Leadership and Organizational Behaviour

Astrid RichardsenProfessor, 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

• Astrid M. Richardsen• Professor, Associate Dean• astrid.richardsen@bi.no• Office: A3-046

• Stine Marie Rode • MSc Coordinator, MSc LOP, Master Administration• MSc Coordinator, MSc BU/HRM, Master Administration• stine.m.rode@bi.no

MSc Programs

• MSc Leadership and Organizational Psychology

• MSc Business and Economics– Major in HRM

MSLO Mandatory Courses

• Core courses– 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– 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)– 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 EconomicsMajor 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 6 ECTS 6 ECTS 6 ECTS 6 ECTS

1. semester GRA 6035 - Mathematics

CORE

GRA 6031 - Microeconomics

CORE

GRA 6038 - Applied Business Ethics

CORE

GRA 2205 - Organisational Behaviour

GRA 2203 – Psychological

Measurement & Individual Differences

2. semester GRA 2258 - Research Methodology for Organizational Pschycology

CORE

GRA 6036 - Multivariate Statistics

CORE

GRA 2239 - Leadership in Organisations

GRA 2246 – Managing

Workplace Diversity

GRA 2257 – Human Resource

Management

3. semester Electives(GRA 2231 Stress and Productivity*)

GRA 1900 - Master Thesis

4. semester

GRA 2261 - Managing for Excellence -

Generative Practices

GRA 1900 - Master Thesis

MSc Business and EconomicsMinor 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

• 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

• Astrid Richardsen, Professor– Stress and Burnout, Work Engagement, Occupational Health,

Organizational Change, Work Attitudes, Women in Management• Bård Kuvaas, Professor

– Human Resource Management, Organizational Behavior, Behavioral Decision Making

• Øyvind Martinsen, Professor– Creativity/Innovation, Motivation, Personality Theories, Leadership,

Psychometrics• Lars Glasø, Professor

– Leadership and Emotions, Destructive Leadership, Consultancy, other issues within Organizational psychology/HRM

• Linda Lai, Professor– Judgement and Decision Making, Management and Development of

Competence• Cathrine Filstad, Professor

– Organizational Learning, Socialization Processes

Potential Supervisors - MSc Thesis in Organizational Psychology/HRM

• Thorvald Hærem, Associate Professor– Information Processing in Organizations, Routinization of decision making,

Organizational Design, Judgement and Decision Making• Jan Ketil Arnulf, Associate Professor

– Reflexivity in Management Teams, Effective Leadership, Management Team Success, Organizational Change

• Laura M. Traavik, Associate Professor – Diversity in Organizations, Women in Management

• Hallvard Føllesdal, Associate Professor– Emotions in organizations, ”Emotional intelligence”, Personality at work,

Psychometrics

• Geir Thompson, Associate Professor– Leadership

• Anders Dysvik, Associate Professor– HRM, Orgnizational Behavior, Methodology

• Ole Iversen, Associate Professor II– Personality, Leader Development, Recruitment and Selection of

Employees/Leaders

Potential Supervisors - MSc Thesis in Organizational Psychology/HRM

• Jon Erland Lervik, Associate Professor (OCD)– Knowledge Management, Change Management

• Tom Rosendah, Associate Professor (OCD)– Change Management, Communication, Marketing, Globalization

• Svein S. Andersen (OCD)– Leadership and change, experiential learning, performance development

/enhancement• Øyvind Kvalnes (OCD)

– Issues in Business Ethics

• Jonas Söderlund, Professor (PM)– Project Leadership, Project Team Development, Trust in Temporary Projects,

Project Manager Careers, Mobility in Project-based Industries and Firms• Donatella De Paoli, Associate Professor (PM)

– Leadership of Arts, Architecture and Space, Creativity in Groups• Kim van Oorschot, Associate Professor (PM)

– Project Management, Cognitive Biases, Decision-making, Business Dynamics

Examples MSc Theses• 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• 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