- advanced knowledge in the fields related to the analysis, interpretation and management of organizational complexity;
- the increase of organizational skills for the realization and regulation of educational and social interventions and for the management of their change;
- the solicitation of a personal and professional style based on adequate management and coordination skills capable of operating with a high degree of autonomy in the context of structures, services and departments.
Knowledge and understanding:
- the acquisition of advanced knowledge in the sector of corporate organization (SECS P10) such as to enable it to be competently able to organize, coordinate and manage socio-educational or socio-welfare services efficiently and effectively;
Applying knowledge and understanding:
- the enhancement of strategic and managerial skills such as to ensure an adequate level of ability to guide a complex structure, to coordinate a work team, to enhance and motivate collaborators;
Making judgements:
- the development of a reflective, analytical, logical, planning and independent attitude from unfounded conditions, necessary to assume responsibility for the role of human resource management;
Communication skills:
- the high level of personal and professional style based on adequate expressive and authentic communication skills, orientation towards interpersonal relationships within structures, services and departments, also in international contexts;
Learning skills:
- the acquisition of learning methods and methodologies based on a multidisciplinary approach to complex scenarios and dynamics, such as to read and correctly understand the phenomena related to the transformations of organizational, training and educational models and processes.
- the increase of organizational skills for the realization and regulation of educational and social interventions and for the management of their change;
- the solicitation of a personal and professional style based on adequate management and coordination skills capable of operating with a high degree of autonomy in the context of structures, services and departments.
Knowledge and understanding:
- the acquisition of advanced knowledge in the sector of corporate organization (SECS P10) such as to enable it to be competently able to organize, coordinate and manage socio-educational or socio-welfare services efficiently and effectively;
Applying knowledge and understanding:
- the enhancement of strategic and managerial skills such as to ensure an adequate level of ability to guide a complex structure, to coordinate a work team, to enhance and motivate collaborators;
Making judgements:
- the development of a reflective, analytical, logical, planning and independent attitude from unfounded conditions, necessary to assume responsibility for the role of human resource management;
Communication skills:
- the high level of personal and professional style based on adequate expressive and authentic communication skills, orientation towards interpersonal relationships within structures, services and departments, also in international contexts;
Learning skills:
- the acquisition of learning methods and methodologies based on a multidisciplinary approach to complex scenarios and dynamics, such as to read and correctly understand the phenomena related to the transformations of organizational, training and educational models and processes.
Curriculum
teacher profile teaching materials
➢ From the concept of organization as a "machine" to new explanatory paradigms (cognitive and cultural approaches)
➢ historical evolution of organizational studies
➢ The development of organizational models: the mechanistic model to lean production system
➢ Change in organizational models in public administration: overview. Non-profit organizations and social enterprises
➢ The relationship between individual and organization: attunements and antinomies
➢ The people in the contexts of production and the dynamics of collaboration and competition. Elements of Human Resource Management
➢ Variables strategic organizational systems: training, communication and evaluation. In particular: the evolution of the concept of communication in business organizations.
➢ Elements of analysis, planning and organizational development
Dafano F. (2014), Individual and Organization: suggestions and interpretation keys (excluding chapter 6) (2014), Aracne Editrice, Rome;
Dafano F. edited by Cecchini G. (2020) Business Organization Lessons - Lecture notes to support teaching; (in PDF)
Dafano F. Benini R. (2020), Il Posto Giusto, Human Resources and Labor Policies for Italy, Eurilink University Press, Rome (only parts selected in class that will be provided by the teacher).
Programme
➢ Theories of organization and development of organizational models➢ From the concept of organization as a "machine" to new explanatory paradigms (cognitive and cultural approaches)
➢ historical evolution of organizational studies
➢ The development of organizational models: the mechanistic model to lean production system
➢ Change in organizational models in public administration: overview. Non-profit organizations and social enterprises
➢ The relationship between individual and organization: attunements and antinomies
➢ The people in the contexts of production and the dynamics of collaboration and competition. Elements of Human Resource Management
➢ Variables strategic organizational systems: training, communication and evaluation. In particular: the evolution of the concept of communication in business organizations.
➢ Elements of analysis, planning and organizational development
Core Documentation
Cocozza A. (2014), Organization. Cultures, models, governance, Franco Angeli, Milan (excluding chapter 4);Dafano F. (2014), Individual and Organization: suggestions and interpretation keys (excluding chapter 6) (2014), Aracne Editrice, Rome;
Dafano F. edited by Cecchini G. (2020) Business Organization Lessons - Lecture notes to support teaching; (in PDF)
Dafano F. Benini R. (2020), Il Posto Giusto, Human Resources and Labor Policies for Italy, Eurilink University Press, Rome (only parts selected in class that will be provided by the teacher).
Reference Bibliography
-Type of delivery of the course
In the event of an extension of the health emergency from COVID-19, all the provisions governing the methods of carrying out teaching activities and student evaluation will be implemented. In particular, the following methods will be applied: lectures and thematic study groups.Type of evaluation
the exam will take place through an oral exam teacher profile teaching materials
➢ From the concept of organization as a "machine" to new explanatory paradigms (cognitive and cultural approaches)
➢ historical evolution of organizational studies
➢ The development of organizational models: the mechanistic model to lean production system
➢ Change in organizational models in public administration: overview. Non-profit organizations and social enterprises
➢ The relationship between individual and organization: attunements and antinomies
➢ The people in the contexts of production and the dynamics of collaboration and competition. Elements of Human Resource Management
➢ Variables strategic organizational systems: training, communication and evaluation. In particular: the evolution of the concept of communication in business organizations.
➢ Elements of analysis, planning and organizational development
Dafano F. (2014), Individual and Organization: suggestions and interpretation keys (excluding chapter 6) (2014), Aracne Editrice, Rome;
Dafano F. edited by Cecchini G. (2020) Business Organization Lessons - Lecture notes to support teaching; (in PDF)
Dafano F. Benini R. (2020), Il Posto Giusto, Human Resources and Labor Policies for Italy, Eurilink University Press, Rome (only parts selected in class that will be provided by the teacher).
Programme
➢ Theories of organization and development of organizational models➢ From the concept of organization as a "machine" to new explanatory paradigms (cognitive and cultural approaches)
➢ historical evolution of organizational studies
➢ The development of organizational models: the mechanistic model to lean production system
➢ Change in organizational models in public administration: overview. Non-profit organizations and social enterprises
➢ The relationship between individual and organization: attunements and antinomies
➢ The people in the contexts of production and the dynamics of collaboration and competition. Elements of Human Resource Management
➢ Variables strategic organizational systems: training, communication and evaluation. In particular: the evolution of the concept of communication in business organizations.
➢ Elements of analysis, planning and organizational development
Core Documentation
Cocozza A. (2014), Organization. Cultures, models, governance, Franco Angeli, Milan (excluding chapter 4);Dafano F. (2014), Individual and Organization: suggestions and interpretation keys (excluding chapter 6) (2014), Aracne Editrice, Rome;
Dafano F. edited by Cecchini G. (2020) Business Organization Lessons - Lecture notes to support teaching; (in PDF)
Dafano F. Benini R. (2020), Il Posto Giusto, Human Resources and Labor Policies for Italy, Eurilink University Press, Rome (only parts selected in class that will be provided by the teacher).
Reference Bibliography
-Type of delivery of the course
In the event of an extension of the health emergency from COVID-19, all the provisions governing the methods of carrying out teaching activities and student evaluation will be implemented. In particular, the following methods will be applied: lectures and thematic study groups.Type of evaluation
the exam will take place through an oral exam