The course aims to provide a theoretical and methodological framework on organizational change and people management.
In particular, the course aims to develop organizational knowledge in students by helping to increase the following skills:
• to know how to identify the broad articulation of issues concerning organizational change and the various levels in which it is articulated (change of work contents, tools, roles and relationships between roles; changes in business and organizational units structures, introduction of systems information and new information technologies, change in intra-organizational relationships, change of boundaries and inter-organizational relationships);
• being able to recognize the peculiarities of the main organizational problems and the alternatives of solutions concretely applied by firms;
• being able to distinguish organizational problems from marketing, finance, strategy, etc. problems
• to encourage the learning of organizational theories;
• to develop the ability in using organizational theories to interpret and explain the organizational transformations described in the cases studies analyzed.
The course also aims to develop students’ behavioral skills and abilities. In particular, the course aims to promote the students’ ability to:
• having a creative attitude in identifying actions and decisions shared with others (team working abilities)
• express their own ideas in a clear and understandable way (public speaking)
• promote their own ideas and needs also taking into consideration
the ideas and needs of others (knowing how to compare oneself with others)
• being able to accept the point of view of the other (knowing how to relate with others)
In particular, the course aims to develop organizational knowledge in students by helping to increase the following skills:
• to know how to identify the broad articulation of issues concerning organizational change and the various levels in which it is articulated (change of work contents, tools, roles and relationships between roles; changes in business and organizational units structures, introduction of systems information and new information technologies, change in intra-organizational relationships, change of boundaries and inter-organizational relationships);
• being able to recognize the peculiarities of the main organizational problems and the alternatives of solutions concretely applied by firms;
• being able to distinguish organizational problems from marketing, finance, strategy, etc. problems
• to encourage the learning of organizational theories;
• to develop the ability in using organizational theories to interpret and explain the organizational transformations described in the cases studies analyzed.
The course also aims to develop students’ behavioral skills and abilities. In particular, the course aims to promote the students’ ability to:
• having a creative attitude in identifying actions and decisions shared with others (team working abilities)
• express their own ideas in a clear and understandable way (public speaking)
• promote their own ideas and needs also taking into consideration
the ideas and needs of others (knowing how to compare oneself with others)
• being able to accept the point of view of the other (knowing how to relate with others)
Curriculum
teacher profile teaching materials
- 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 and digital transformation's impact on organizational choices.
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. Part of the course is dedicated to exploring the consequences of digital transformation and the use of new technologies on the design and implementation of organizational choices and to exploring the changes that these transformations are causing in people's work, in the contents of the main professions, in the growth of new professional profiles and in the development and organization of firm’s processes.
The lecture notes are being updated
They will be available at the Library of the School of Economics and Business Studies of Rome3 via Silvio dDamico 77 00145 Rome
For non-attending students: we suggest you to carefully read the instructions for preparing for the exam that you can find inside the lecture notes
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 and digital transformation's impact on organizational choices.
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. Part of the course is dedicated to exploring the consequences of digital transformation and the use of new technologies on the design and implementation of organizational choices and to exploring the changes that these transformations are causing in people's work, in the contents of the main professions, in the growth of new professional profiles and in the development and organization of firm’s processes.
Core Documentation
Marchiori Michela “Lecture notes of the ORGANIZATIONAL CHANGE course. AY 2024-2025The lecture notes are being updated
They will be available at the Library of the School of Economics and Business Studies of Rome3 via Silvio dDamico 77 00145 Rome
For non-attending students: we suggest you to carefully read the instructions for preparing for the exam that you can find inside the lecture notes
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
Attending students are invited to prepare lessons from time to time to interact according to a training program indicated by the Professor at the beginning of the course. Mon-attending students have to prepare the lessons on the material contained in the "Lecture notes"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. teacher profile teaching materials
- 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 and digital transformation's impact on organizational choices.
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. Part of the course is dedicated to exploring the consequences of digital transformation and the use of new technologies on the design and implementation of organizational choices and to exploring the changes that these transformations are causing in people's work, in the contents of the main professions, in the growth of new professional profiles and in the development and organization of firm’s processes.
The lecture notes are being updated
They will be available at the Library of the School of Economics and Business Studies of Rome3 via Silvio dDamico 77 00145 Rome
For non-attending students: we suggest you to carefully read the instructions for preparing for the exam that you can find inside the lecture notes
Mutuazione: 21210041 CAMBIAMENTO ORGANIZZATIVO: PROCESSI E PERSONE in Economia e Management LM-77 MARCHIORI MICHELA
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 and digital transformation's impact on organizational choices.
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. Part of the course is dedicated to exploring the consequences of digital transformation and the use of new technologies on the design and implementation of organizational choices and to exploring the changes that these transformations are causing in people's work, in the contents of the main professions, in the growth of new professional profiles and in the development and organization of firm’s processes.
Core Documentation
Marchiori Michela “Lecture notes of the ORGANIZATIONAL CHANGE course. AY 2024-2025The lecture notes are being updated
They will be available at the Library of the School of Economics and Business Studies of Rome3 via Silvio dDamico 77 00145 Rome
For non-attending students: we suggest you to carefully read the instructions for preparing for the exam that you can find inside the lecture notes
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
Attending students are invited to prepare lessons from time to time to interact according to a training program indicated by the Professor at the beginning of the course. Mon-attending students have to prepare the lessons on the material contained in the "Lecture notes"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.