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Objectives: Being a reliable and effective leader in an organisation depends on one’s ability to recognise the situation, analyse issues, and respond wisely to the context and promote relevant solutions. The purpose of this course, thus, is to provide students with a comprehensive understanding of organisational systems so that they can be more informed observers of systems and more effective participants in them. This course also will be to help students to develop the skills to analyse and address leadership challenges and opportunities.
Contents: The course has two major components. The first is “macro” in nature. It focuses on organisational level issues and problems, such as how an organisation should be designed and what strategy it should follow. We will also look at organisations as political entities and in terms of culture and control systems. The second part of the course focuses on individual and small group issues such as how to manage conflict, handle ethical issues and make effective decisions.
Methodology: The course will employ a blended instructional approach that includes in-person lectures, case studies, and collaborative group discussions. Lectures will provide foundational knowledge and theoretical frameworks, while case studies will encourage critical thinking and practical application of concepts. Group discussions will foster peer learning, encourage diverse perspectives, and enhance students’ ability to articulate and defend their ideas in a collaborative environment.
Means of evaluation: Students will be assessed based on their active and creative participation during lectures, demonstrating engagement with the course material and contributing thoughtfully to class discussions and activities. In addition to ongoing participation, evaluation will also include performance in a final exam or the successful completion of a group case analysis, allowing students to apply theoretical concepts to practical scenarios. The final component will be determined in consultation with the instructor and may vary based on the course delivery format.
| Semester | Day | From | To | Room | Floor | Building | Notes |
|---|---|---|---|---|---|---|---|
| 2° Semestre | Lunedì | 15.00 | 15.45 | TBD | 0 | dal 16 al 26 marzo | |
| 2° Semestre | Lunedì | 16.00 | 16.45 | TBD | 0 | dal 16 al 26 marzo | |
| 2° Semestre | Lunedì | 17.00 | 17.45 | TBD | 0 | dal 16 al 26 marzo | |
| 2° Semestre | Lunedì | 18.00 | 18.45 | TBD | 0 | dal 16 al 26 marzo | |
| 2° Semestre | Martedì | 15.00 | 15.45 | TBD | 0 | dal 16 al 26 marzo | |
| 2° Semestre | Martedì | 16.00 | 16.45 | TBD | 0 | dal 16 al 26 marzo | |
| 2° Semestre | Martedì | 17.00 | 17.45 | TBD | 0 | dal 16 al 26 marzo | |
| 2° Semestre | Martedì | 18.00 | 18.45 | TBD | 0 | dal 16 al 26 marzo | |
| 2° Semestre | Mercoledì | 15.00 | 15.45 | TBD | 0 | dal 16 al 26 marzo | |
| 2° Semestre | Mercoledì | 16.00 | 16.45 | TBD | 0 | dal 16 al 26 marzo | |
| 2° Semestre | Mercoledì | 17.00 | 17.45 | TBD | 0 | dal 16 al 26 marzo | |
| 2° Semestre | Mercoledì | 18.00 | 18.45 | TBD | 0 | dal 16 al 26 marzo | |
| 2° Semestre | Giovedì | 15.00 | 15.45 | TBD | 0 | dal 16 al 26 marzo | |
| 2° Semestre | Giovedì | 16.00 | 16.45 | TBD | 0 | dal 16 al 26 marzo | |
| 2° Semestre | Giovedì | 17.00 | 17.45 | TBD | 0 | dal 16 al 26 marzo | |
| 2° Semestre | Giovedì | 18.00 | 18.45 | TBD | 0 | dal 16 al 26 marzo | |
| 2° Semestre | Venerdì | 15.00 | 15.45 | TBD | 0 | dal 16 al 26 marzo | |
| 2° Semestre | Venerdì | 16.00 | 16.45 | TBD | 0 | dal 16 al 26 marzo | |
| 2° Semestre | Venerdì | 17.00 | 17.45 | TBD | 0 | dal 16 al 26 marzo | |
| 2° Semestre | Venerdì | 18.00 | 18.45 | TBD | 0 | dal 16 al 26 marzo |
Some chapters will be selected from the following textbooks: G.Jones (2013), Organizational Theory, Design, and Change , 7th ed., Pearson; H. Minzberg, Understanding Organisations...Finally! , 2023, Berrett-Koehler Publishers; H.K. Anheier, Nonprofit Organisations: Theory, Management, Policy , (2nd ed), 2014, Routledge.
Additional articles will be provided.