Managing People and Organisations

Why is this important?
Organisations do not operate in a vacuum – their behaviour is shaped by the business environment, regulations, technology, stakeholders, as well as internal structures and values. A leader who does not understand the impact of the environment on organisational design and culture will inevitably make short-sighted decisions. Understanding organisational behaviour provides the foundation for conscious leadership and helps assess when and why an organisation must change.

What will happen?
We analyse the impact of the external environment on management, addressing stakeholders, technological change and regulatory frameworks. We explore organisational structures, design and the formation and transformation of organisational culture. We discuss how leaders can consciously influence values, behavioural norms and organisational development.

Why is this important?
Performance results from the interaction between motivation, capability and environment. Leaders must understand what motivates people and how to design performance management systems that support both organisational goals and employee development. Without a research-based approach, compensation and evaluation systems may produce unintended negative effects.

What will happen?
We examine key motivation theories (including Expectancy Theory, Acquired Needs Theory, Self-Determination Theory and ERG Theory) and their managerial applications. We explore the principles of behavioural performance management, including reinforcement and feedback. We analyse the performance management process: goal setting (SMART, MBO, OKR), evaluation methods (including BARS), and development discussions. We discuss how to design systems that support organisational strategy and improve results.

Why is this important?
Managerial decisions do not emerge in isolation – they are influenced by cognitive limitations, organisational pressures, ethical dilemmas and the quality of communication channels. Without clear and systematic internal communication, misunderstandings, rumours and resistance to change arise. Thoughtful internal communication forms the foundation of organisational trust, performance and crisis resilience.

What will happen?
We examine decision-making models (Simon, Mintzberg), decision rationality, and behavioural influences such as escalation of commitment, risk propensity and group influence. We analyse different decision-making styles and the formation of ethical decisions. In the area of internal communication, we explore its role in implementing strategy and change, principles of crisis communication, communication structures and channels, as well as measurement and improvement practices.

Why is this important?
Power, politics and conflict are natural elements of every organisation. A leader who does not understand power dynamics, political behaviour and conflict processes risks losing trust, increasing burnout and reducing performance. A conscious approach helps create a fair, ethical and psychologically safe work environment.

What will happen?
We analyse different sources of power (formal authority, resources, information, personal characteristics) and political strategies within organisations. We examine the nature, causes and management of conflict (including the Kilmann model), as well as principles of negotiation and constructive resolution. We explore the mechanisms and symptoms of stress and burnout, along with organisational and individual coping strategies.

Why is this important?
A high-performing organisation relies not only on processes and structures but also on people’s psychological resilience, optimism and internal strengths. Positive organisational behaviour enables the deliberate development of psychological capital – self-efficacy, hope, optimism and resilience – supporting both performance and well-being. Leaders who understand these factors can create environments where people remain motivated and effective even in challenging situations.

What will happen?
We explore the foundations of positive organisational behaviour and positive psychology, and examine the link between well-being and performance in organisations. We analyse the role of psychological capital (optimism, confidence, hope and resilience) in leadership and discuss how to develop strengths and mindsets that sustain long-term performance. Through discussions and practical exercises, we learn how to create a work environment that fosters well-being, motivation and growth.

Why is this important?
Digitalisation, artificial intelligence, hybrid work, a multigenerational workforce and increasing global risks (including technological and environmental risks) are reshaping how people are managed and organisations are designed. Leaders who fail to understand these megatrends risk losing competitiveness, talent and trust.

What will happen?
We analyse the key megatrends shaping people management – globalisation, technological advancement, digital transformation of work, demographic shifts and the growth of remote work. We examine the opportunities and risks of AI and data-driven HR, including ethical, transparency and inclusion challenges. Through discussions and group work, we develop approaches for building future-ready and inclusive people management strategies.

Why is this important?
This session provides the opportunity to experience both the leader and team member roles and to receive honest feedback on your leadership style, thinking ability and collaboration skills. Self-awareness and reflection are essential components of professional development.

What will happen?
Participants work in small groups through a series of leadership situations, with each individual taking both leading and supporting roles. During discussions, contribution, collaboration and group effectiveness are assessed using structured feedback tools. The outcome is a personal and confidential summary report that supports understanding of individual leadership strengths and development areas.

• Bachelor’s degree or equivalent qualification.
• At least 3 years of work experience in business or entrepreneurship
• Valid temporary residence permit or EU citizenship.

Upon completion of the course the student:
• Identifies the psychological and social foundations of individual behaviour in organizational settings;
• Understands the impact of organizational systems in shaping its members’ behaviour;
• Explains how the behaviour of people within organizations can be managed for benefit of the individual and the organization;
• Compares and contrast different theories of motivating, leading and developing people;
• Applies techniques derived from relevant theories, as demonstrated by the students’ approaches to case study scenarios.

To successfully complete the course and receive a certificate, participants must actively participate in sessions, complete independent assignments, and submit a final presentation

Successful completion of the course requires active participation in classroom sessions and meaningful contribution to discussions and group work.

Assessment is based on an individual reflection paper, a group “learning by teaching” assignment, active class participation, and a group project. All learning outcomes require demonstrating both theoretical understanding and practical application skills.

The courses takes place at EBS’s modern campus in Tallinn, Lauteri 3. Students have access to ergonomic classrooms, the EBS library, and the cloud-based Canvas learning platform. The study process is supported by online tools such as Canvas and MS Teams. Free Wi-Fi is available throughout the building.