General information

Subject type: Mandatory

Coordinator: Núria Masferrer Llabinés

Trimester: Second term

Credits: 4

Teaching staff: 

Giovanni Giusti
Jose Luis Martin Marin Arandia 

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.




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


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.

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.

The Tecnocampus will make available to teachers and students the digital tools needed to carry out the course, as well as guides and recommendations that facilitate adaptation to the non-contact mode.

 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.


Topic 1: Organizations and organizational effectiveness

What is an organization?

Organizational theory, design and change

How do managers measure organizational effectiveness?


Topic 2: Stakeholders and Managers


Organizational effectiveness: meeting the goals and pretensions of stakeholders

Senior executives and organizational authority

A perspective of agency theory


Topic 3: Administration in a changing global environment: a historical vision

What is the organizational environment?

Resource dependence theory

Interorganizational strategies for the administration of resource dependencies

Strategies for managing the symbiotic interdependencies of resources

Transaction cost theory


Topic 4: Design of the organizational structure: specialization and coordination

Organizational purpose and structural design

Strategy, organizational design and effectiveness

Fundamentals of organizational structure


Topic 5: Creation and administration of organizational culture

What is organizational culture?

Where does organizational culture come from?

Can organizational culture be managed?

Gender and organizational culture


Topic 6: Organizational design, skills and technology

Technology and organizational effectiveness

Technical complexity: Joan Woodward's theory

Routine and complex tasks: Charles Perrow's theory

Interdependence of tasks: the theory of James D. Thompson


Topic 7: Organizational transformations

The life cycle of the organization

Birth of the organization

The population ecology model of organizational birth

Greiner's model of organizational growth


Topic 8: Decision making, learning, knowledge management and information technology

Organizational decision making

Models of organizational decision making

Knowledge management and information technology

Factors affecting organizational learning

Improving decision-making and learning


Subject 9: Administration of Conflicts, Power and Politics

Organizations as political entities

What is an organizational conflict?

Pondy's model of organizational conflict

Conflict management: conflict resolution strategies

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:



Final exam


Continuous assessment tests 10%

Individual and / or group work


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.




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


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.