Programme

The course is organized into thematically interconnected units, aimed at integrating the theoretical foundations of the sociology of organizations with the empirical analysis of contemporary organizational processes.
1. Foundations of the sociology of organizations
This unit introduces the sociology of organizations as a field of study, its object of analysis and its main theoretical perspectives:
- organizations as social constructs;
- the relationship between organization, work and society;
- the distinction between the sociological and the managerial approach;
- the main conceptual tools for organizational analysis.
2. The evolution of organizational theories
This unit reconstructs the historical development of the main organizational theories and their interpretive paradigms:
- the classical school of organization: Taylor and the principles of Scientific Management; Fordism; the main critiques of Taylorism-Fordism; neo-Taylorism;
- the Human Relations school: Mayo and the Hawthorne experiments, the organization as a living organism (Gouldner);
- complex organizations: Barnard and organizations as cooperative systems, the distinction between the formal and informal sphere;
- the behavioral and motivational school: Maslow and the hierarchy of needs, Herzberg and hygiene/motivational factors, Argyris and double-loop learning, Drucker and Management by Objectives, the knowledge worker and the enterprise as a social institution;
- socio-technical models and contingency theories: Miller and Rice, Woodward, Emery, Trist, Burns and Stalker, Thompson and Simon, Mintzberg and organizational configurations;
- the cognitive and decision-making approach: Simon, organizations as artifacts and bounded rationality;
- contemporary paradigms: transaction cost theory (Coase, Williamson), organizational networks (Powell, Granovetter, Castells) and the shift from the hierarchical enterprise to the network enterprise; the cognitive-cultural approach with Weick (sensemaking) and Schein (organizational culture); Senge's learning organization and the five disciplines.
3. Classical organizational models
This unit analyzes the historical development of classical organizational models:
- the Taylorist-Fordist model and scientific management;
- the bureaucratic model and administrative rationality;
- forms of hierarchical coordination and formal structures;
- strengths and limitations of classical organizational models.
4. From bureaucracy to post-bureaucratic models
This unit addresses the processes of transformation of contemporary organizational models:
- post-bureaucratic models;
- network organizations and flexible structures;
- Total Quality Management and customer centrality;
- process-based organization;
- the transformation of public administration: from the Weberian bureaucratic model to New Public Management and New Public Service;
- public governance and teleocratic approaches in innovative administrations;
- the cultural and managerial transformations of contemporary organizations.
5. Organizational change and learning processes
This unit examines organizational change as a complex, multidimensional process:
- organizational learning and knowledge creation;
- the interaction between individual and collective learning;
- the integration of people, processes, technologies and structures;
- innovation and adaptation in complex organizations.
6. Organizational analysis and development
This unit examines theoretical and empirical tools for organizational analysis and the promotion of organizational development processes:
- conceptual tools for organizational analysis and development;
- leadership and the development of professional groups;
- endo-organizational, inter-organizational and industrial-relations negotiation processes;
- governance and human resource management in innovative organizations;
- the ethical, symbolic and value-related dimension of organizational redesign processes.
7. The Olivetti model as a case study
This unit is devoted to the analysis of the Olivetti model as an example of an innovative, socially integrated organization:
- organizational culture and corporate identity;
- innovation and industrial organization models;
- the relationship between enterprise, territory and community;
- the social and cultural dimensions of production systems;
- the Olivetti model as a paradigm of innovative organization;
- contemporary reinterpretations and the ongoing relevance of the model.
Integrated perspective of the course
Across the different units, the course develops an analytical perspective centered on:
- the interaction between organizational structures and social contexts;
- the role of culture, power and knowledge in organizations;
- the comparison between different organizational models;
- the critical analysis of organizational change processes in businesses and public administrations.

Prerequisiti

Students are expected to have a good basic knowledge of general sociology and contemporary history.

Core Documentation

COCOZZA A., Organizzazioni. Culture, modelli, governance, FrancoAngeli, Milano, 2014.
LA ROSA M. (a cura di), Il "modello" Olivetti: passato, presente, e futuro?, FrancoAngeli, Milano, 2022.

Reference Bibliography

Bonazzi, G. (2006). Come studiare le organizzazioni. Bologna: Il Mulino. Bonazzi, G. (2007). Storia del pensiero organizzativo. Vol 1. La questione industriale. Milano: FrancoAngeli. Ed. or. 2002. Bonazzi, G. (2007). Storia del pensiero organizzativo. Vol 2. La questione burocratica. Milano: FrancoAngeli. Ed. or. 2001. Bonazzi, G. (2008). Storia del pensiero organizzativo. Vol 3. La questione organizzativa. Milano: FrancoAngeli. Ed. or. 2002. Butera, F. (2009). Il cambiamento organizzativo. Analisi e progettazione. Bari: Laterza. Butera, F. (2016). La nascita della sociologia dell’organizzazione alla Olivetti: le Scienze dell’Organizzazione in Italia e il loro futuro. Studi Organizzativi, 2, pp. 10-42. Butera F. (2020). Organizzazione e società. Innovare le organizzazioni dell'Italia che vogliamo. Venezia: Marsilio.

Attendance

The course is delivered in person. Classes are held during the first semester, on Thursdays, from 10:00 a.m. to 1:00 p.m. Attending students may also bring and discuss, during the final examination, some of the exercises carried out in class. The syllabus for non-attending students is the same, and the assessment methods are those indicated in the dedicated section.

Type of evaluation

Learning is assessed through a final oral examination, aimed at verifying students' mastery of the theoretical content, their ability to analyze organizational models, and their competence in critically interpreting the transformation processes of contemporary organizations. During the oral examination, students will be required to demonstrate: - knowledge of the main organizational theories and their historical evolution, and the ability to understand and compare the different theoretical paradigms addressed in the course; - the ability to analyze classical and contemporary organizational models and to interpret processes of organizational change and learning; - the ability to apply theoretical categories to the analysis of organizational cases, with particular reference to the Olivetti model, highlighting the connections between theoretical approaches, models and empirical cases; - clarity of exposition and appropriate use of disciplinary language; - independent judgement and the ability to develop coherent, critical and autonomous arguments. For attending students, the oral examination may also include the presentation and discussion of some of the exercises carried out in class during the course. The assessment will take into account the level of knowledge of the content, the ability to critically analyze and connect theory with empirical cases, the accuracy of language, and the argumentative autonomy demonstrated during the examination.

Programme

The Organizational Learning Laboratory program delves into the main concepts, models, and processes related to learning in contemporary organizations, with a particular focus on educational, training, and personal service contexts. The program integrates theoretical and applied dimensions through dialogue lessons, discussion of materials, case study analysis, group work, exercises, and reflective activities.
Part I. Theories and models of organizational learning

The main concepts and models of organizational learning.
Learning organizations and the learning organization model.
Individual, collective and organisational learning.
Knowledge production, sharing and development processes.
The relationship between learning and organizational development.

Part II. Learning, change and innovation

The processes of organizational change.
Innovation and organizational development.
Factors that favor or hinder change.
Resistances to change and organizational dynamics.
The role of learning in the transformation processes of organizations.

Part III. Learning skills, knowledge and practices

Learning and skills development.
Tacit and explicit knowledge.
Knowledge management and sharing processes (knowledge management).
Reflective practices and experiential learning.
Community of collaborative practice and learning.

Part IV. Analysis of organizational processes and application of models

Tools and methods for observing and analyzing organizational contexts.
Application of theoretical models to case studies and organizational experiences.
Analysis of situations and processes relating to educational, training and personal services contexts.
Presentation and collective discussion of cases and laboratory activities.

Laboratory activities and exercises
The activities include alternating between dialogued lessons, discussion of you

Prerequisiti

Basic knowledge of organizational concepts and organizational processes is required. A general knowledge of the main contemporary social and organizational phenomena is useful. No prior specialized knowledge of organizational learning is required. Availability for active participation in laboratory activities, discussions and exercises is required.

Core Documentation

Handouts given during the lectures by the lecturer.

Attendance

The course is in person. Classes take place during the first semester, on Thursdays, from 2:00 PM to 4:00 PM. The program for non-attendees is the same and the evaluation methods are those indicated in the dedicated section.

Type of evaluation

Learning assessment will aim to verify the acquisition of the main concepts and models of organizational learning and the ability to apply them to the analysis of organizational processes and cases. The review may include participation in laboratory activities, individual and/or group discussions, the presentation and discussion of case studies, and a final interview on the content covered. The student will have to demonstrate: knowledge of the main concepts and models of organizational learning; ability to analyze learning, change, and innovation processes in organizations; ability to apply theoretical models to organizational cases and experiences; ability to reflect on the relationship between learning, skills, knowledge and organizational development; autonomy of judgment, ability to critically analyze and clarity of exposition. The evaluation will take into account content knowledge, the ability to apply and interpret models, participation in laboratory activities, and the ability to develop and communicate independent reflections. There is no written evidence.