Programme

The teaching is based on the analysis, discussion and interpretation of some case studies of organizational change implemented by large Italian and foreign companies that have been discussed and described in the "Organization Workshop" Research Program. Other case studies have been developed during the research activities carried out by the teacher. Case studies offer a broad spectrum of organizational change experiences: each case studies explain one or more of the following topics:
- work design and the transformations deriving from the impact of new digital technologies;
- how people are managed (human resource management);
- change in general organizational structures (for proprietary transformation, constitution of groups, internationalization processes, etc.);
- change in Unit structures (departments, organizational units);
- the design of business processes and their re-engineering;
- the design of company boundaries (outsourcing / activity integration choices);
- the organization of information systems.
During the lessons of the course, each case is presented and examined collectively in order to highlight the specificity and characteristics of the organizational change adopted and to describe the solution concretely followed by the examined company. In a second moment, with the help of the bibliographical indications, the theoretical references are sought in the organizational literature that can help to understand and interpret the case, highlighting alternative solutions and alternatives of theoretical perspectives. Since the interpretation of each case involves the use of at least two theories put in comparison, in the course of the teaching the student will be stimulated to learn the interpretative proposals formulated by some of the most important organizational theories (some examples: the theory of organizational action by JD Thompson, the contingency theory of PR Lawrence and JW Lorsch, the theory of transaction costs of OE Williamson, the neo-institutionalism of PJ Di Maggio and WW Powell)

Core Documentation

Marchiori Michela “Lecture notes on the course of ORGANIZATIONAL CHANGE and CHANGE MANAGEMENT. AA 2019-2020

Lecture notes are available at the Library of the School of Economics and Business Studies in Rome3 via Silvio dʼamico 77 00145 Roma

Attention for students who do not attend classes: read the instructions for exam preparation carefully

Reference Bibliography

References - Masino G., Maggi B. (Eds.), 2013, Storie di imprese, http://amsacta.cib.unibo.it, Bologna: TAO Digital Library. ISBN: 978-88-98626-02-1 - Masino G, Maggi B. (EDS) 2004, Imprese in cambiamento. Officina di organizzazione: 20 anni, Bologna University Press

Type of delivery of the course

The teaching methods used in this course include the previous reading by the students, attending the course, of the case studies about organizational changes and the theoretical contributions used for the interpretation of the case stusies. Case studies and theories, learned individually by each student, will be discussed collectively in the classroom in an interactive way. The lectures carried out by the teacher have the aim of framing the topics dealt with and supporting the interactive methodology teaching and supporting students in the effort to develop their own learning autonomously. Therefore these frontal lessons are carried out only at certain specific moments (at the beginning of the course, before the introduction of each topic, at the conclusion of the discussion of specific topics).

Attendance

The teaching methods used in this course include the previous reading by the students, attending the course, of the case studies about organizational changes and the theoretical contributions used for the interpretation of the case stusies. Case studies and theories, learned individually by each student, will be discussed collectively in the classroom in an interactive way. The lectures carried out by the teacher have the aim of framing the topics dealt with and supporting the interactive methodology teaching and supporting students in the effort to develop their own learning autonomously. Therefore these frontal lessons are carried out only at certain specific moments (at the beginning of the course, before the introduction of each topic, at the conclusion of the discussion of specific topics).

Type of evaluation

The exam takes place in oral form and has the purpose of verifying the learning of the following skills: - to know how to identify the broad articulation of the issues concerning organizational change and the various levels in which it is articulated; - being able to recognize the specificity of the main organizational problems and the alternatives of solutions concretely applied by companies; - be able to distinguish organizational problems from marketing, finance, strategy, operational problems - have acquired the ability to learn organizational theories; - have developed the ability to use theories to interpret and explain the organizational transformations described in the analyzed case studies on organizational change.

Programme

The teaching is based on the analysis, discussion and interpretation of some case studies of organizational change implemented by large Italian and foreign companies that have been discussed and described in the "Organization Workshop" Research Program. Other case studies have been developed during the research activities carried out by the teacher. Case studies offer a broad spectrum of organizational change experiences: each case studies explain one or more of the following topics:
- work design and the transformations deriving from the impact of new digital technologies;
- how people are managed (human resource management);
- change in general organizational structures (for proprietary transformation, constitution of groups, internationalization processes, etc.);
- change in Unit structures (departments, organizational units);
- the design of business processes and their re-engineering;
- the design of company boundaries (outsourcing / activity integration choices);
- the organization of information systems.
During the lessons of the course, each case is presented and examined collectively in order to highlight the specificity and characteristics of the organizational change adopted and to describe the solution concretely followed by the examined company. In a second moment, with the help of the bibliographical indications, the theoretical references are sought in the organizational literature that can help to understand and interpret the case, highlighting alternative solutions and alternatives of theoretical perspectives. Since the interpretation of each case involves the use of at least two theories put in comparison, in the course of the teaching the student will be stimulated to learn the interpretative proposals formulated by some of the most important organizational theories (some examples: the theory of organizational action by JD Thompson, the contingency theory of PR Lawrence and JW Lorsch, the theory of transaction costs of OE Williamson, the neo-institutionalism of PJ Di Maggio and WW Powell)

Core Documentation

Marchiori Michela “Lecture notes on the course of ORGANIZATIONAL CHANGE and CHANGE MANAGEMENT. AA 2019-2020

Lecture notes are available at the Library of the School of Economics and Business Studies in Rome3 via Silvio dʼamico 77 00145 Roma

Attention for students who do not attend classes: read the instructions for exam preparation carefully

Reference Bibliography

References - Masino G., Maggi B. (Eds.), 2013, Storie di imprese, http://amsacta.cib.unibo.it, Bologna: TAO Digital Library. ISBN: 978-88-98626-02-1 - Masino G, Maggi B. (EDS) 2004, Imprese in cambiamento. Officina di organizzazione: 20 anni, Bologna University Press

Type of delivery of the course

The teaching methods used in this course include the previous reading by the students, attending the course, of the case studies about organizational changes and the theoretical contributions used for the interpretation of the case stusies. Case studies and theories, learned individually by each student, will be discussed collectively in the classroom in an interactive way. The lectures carried out by the teacher have the aim of framing the topics dealt with and supporting the interactive methodology teaching and supporting students in the effort to develop their own learning autonomously. Therefore these frontal lessons are carried out only at certain specific moments (at the beginning of the course, before the introduction of each topic, at the conclusion of the discussion of specific topics).

Attendance

The teaching methods used in this course include the previous reading by the students, attending the course, of the case studies about organizational changes and the theoretical contributions used for the interpretation of the case stusies. Case studies and theories, learned individually by each student, will be discussed collectively in the classroom in an interactive way. The lectures carried out by the teacher have the aim of framing the topics dealt with and supporting the interactive methodology teaching and supporting students in the effort to develop their own learning autonomously. Therefore these frontal lessons are carried out only at certain specific moments (at the beginning of the course, before the introduction of each topic, at the conclusion of the discussion of specific topics).

Type of evaluation

The exam takes place in oral form and has the purpose of verifying the learning of the following skills: - to know how to identify the broad articulation of the issues concerning organizational change and the various levels in which it is articulated; - being able to recognize the specificity of the main organizational problems and the alternatives of solutions concretely applied by companies; - be able to distinguish organizational problems from marketing, finance, strategy, operational problems - have acquired the ability to learn organizational theories; - have developed the ability to use theories to interpret and explain the organizational transformations described in the analyzed case studies on organizational change.