General information


Subject type: Mandatory

Coordinator: Núria Masferrer Llabinés

Trimester: Second term

Credits: 4

Teaching staff: 

Giovanni Giusti

Teaching languages


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

     

  • B5_That students have developed those learning skills necessary to undertake further studies with a high degree of autonomy

Specific skills
  • E4_Assess and define the personnel policies of a company or business organization, select work teams, define profiles and establish staffing needs

     

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

Transversal competences
  • T4_Domain the computer tools and their main applications for the ordinary academic and professional activity

  • T1_Communicate properly orally and in writing in the official languages ​​of Catalonia

Description


The course examines how people create and maintain complex organizations in order to achieve goals and milestones.

Students will study organizations from the perspective of classical organizational theory with an emphasis on efficiency, adaptability, and other perspectives such as cultural or political.

By using the "case methodology", students will be able to link the theoretical material of the subject to real cases.

Learning outcomes


  • Build an overview of the company and its main functional areas.
  • Develop and evaluate business cases.
  • Design the different organizational structures of the company.
  • Develop organizational and people strategies.

Working methodology


Theoretical sessions

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

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.

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.

Autonomous learning

MD10. Research and critical reading of articles: Students start from a working hypothesis that they are developing, following the fairies of the research methodology, including the critical reading of articles.

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

 

 The physical or virtual classroom is a safe space, free of sexist, racist, homophobic, transphobic and discriminatory attitudes, either towards students or teachers. We trust that together we can create a safe space where we can make mistakes and learn without having to suffer the prejudices of others.

Contents


Topic 1: What are organizations and what are their main challenges?

- What is an organization?

- Dimensions of organizational design

- The evolution of the theory and design of organizations

 

Topic 2: Organizational design and organizational structure

- Organizational purpose

- Strategy and design selection frameworks

- Evaluation of organizational effectiveness

- Organizational structure

- Organizational design alternatives

 

Topic 3: The external environment and interorganizational relations

- The environmental context

- Environmental uncertainty

- Theory of resource dependence

- Theory of population ecology

- Institutional vision of the design of the organization

 

Topic 4: The organization and the international environment

- Global vs. local opportunities

- Design the structure to adapt to the global strategy

- Cultural differences

- New approaches to global organizational design

 

Topic 5: Organizational culture and ethical values

- Design and culture of the organization

- Organizational culture, learning and performance

- Ethical values ​​and social responsibility

- How leaders shape culture and ethics

 

Topic 6: Information technologies and control

- Information for decision making and control

- Strengthening internal coordination

- Strengthening external relations

- Impact of ICT on the design of the organization

 

Topic 7: Decision making processes

- Individual decision making

- Organizational decision making

- Contingency decision-making framework

- Decision and learning mistakes

 

Item 8: Conflict, power and politics

- Intergroup conflict in organizations

- Power and organizations

- Political processes in organizations

- Use power, politics and collaboration

Learning activities


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

Group seminars.

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

 

Evaluation system


Evaluation system:

Exhibitions

10%

Final exam

50%

Continuous assessment tests 10%

Intermediate exam

30%

The final exam of the term represents 50% of the grade. A minimum grade of 5 out of 10 is required to pass.

In recovery, only the final exam can be taken, which will calculate 50% of the final grade, as the grades of the activities will be kept.

A student who has not applied for the first call CANNOT apply for recovery.

 

Bibliography


Basic

Gareth R. Jones (2013). Organizational Theory, Design, and Change, Pearson, 7th edition

 

Colella, Fabrizio; Dalton, Patricio S .; Giusti, Giovanni. You'll Never Walk Alone: ​​The Effect of Moral Support on Performance. 2018.

Giusti, Giovanni; Dopeso-Fernández, Roberto. Incentive magnitude and reference point shifting: a laboratory experiment. International Journal of Manpower, 2020.

Daft, RL, Murphy, J., Willmott, H. (2020) .Organization Theory & Design: An International Perspective 4th Edition
 

Complementary

Daft L. Richard. (2013). Organization Theory and Design, 12th Edition

Triana, MDC, Jayasinghe, M., Pieper, JR, Delgado, DM, & Li, M. (2018). Perceived workplace gender discrimination and employee consequences: a meta-analysis and complementary studies considering country context. Journal of Management, 0149206318776772.

Orazalin, N., & Baydauletov, M. (2020). Corporate social responsibility strategy and corporate environmental and social performance: The moderating role of board gender diversity. Corporate Social Responsibility and Environmental Management, 27 (4), 1664-1676.