The teaching of Sociology of organizations will make students acquire the basic concepts of the theoretical framework of organizational sociology and examine the interconnections with other disciplines, which have, as their object of study, work and organizations, through the analysis of organizational theories and empirical study of new organizational models operating in innovative companies and public administrations.
The Workshop on Organisational Learning proposes:
to illustrate and to comment principal concepts related to the theoretical framework, which describes and explains the organisational learning, with particular reference to factors which promote it;
to understand the relevance for the organizational practice of the concepts and models discussed through the presentation of one case study.
The workshop on Empowerment Tools for organisations aims to achieve, in particular, the following learning objectives.
1. Provide useful theoretical and methodological assumptions to understand various tools of empowerment of the subject and the specificity that characterizes them for organizational purposes, with a focus on counseling and coaching.
2. Develop emotional skills, self-evaluation and reflective skills, through the experiential dimension, that will allow them to experience some of the tools of personal growth that will be presented.
3. Promote critical reflection on the organizational use of such instruments.
Knowledge and understanding:
- to provide knowledge of historical, theoretical and methodological models for the transition from Taylor-Fordist type of organizational and bureaucratic approach “cognitive”, and the analysis of the interconnections of a cultural and management relating to the affirmation of the company network and the Total Quality Management.
Applying knowledge and understanding:
- to develop skills and expertise in the analysis of the processes of evolution of organizational models, on the development of organizational learning, in view of intertwining of individual and collective dynamics in the functioning of organizations and the necessary integration between the strategic variables: people, processes, technologies and facilities.
Making judgements:
- to promote critical analysis of the evolution of organizational models in public administration, on the transformation of the bureaucratic model and the success of the telocratic model of new public management, based on analysis of business case studies and testimonials.
Communication skills:
- can communicate about their understanding, skills and activities, concerning the course contents, with peers, supervisors and clients.
Learning skills:
- have the learning skills to undertake further studies related to the analysis of the various organizational models, with particular attention to the structural and cultural dimensions, to the coordination mechanisms, to the redesign of innovative organizational models, with a high degree of autonomy.
Organisational Learning
In terms of knowledge and understanding:
- acquire the fundamental concepts of the theoretical framework of organizational learning: the pushes and resistance to change within an organization; organizational learning and skills development; organizational learning as a key to preside over change and innovation; explicit knowledge, tacit knowledge and knowledge management; reflexive skills as a key to a balanced development of competences in organizations.
In terms of ability to apply knowledge and understanding:
- develop skills in the analysis of explicit and tacit learning processes in organizations.
In terms of independent judgment:
- develop the capacity for critical analysis of the evolution of the reference theoretical models of organizational learning.
In terms of communication skills:
- being able to communicate the acquired knowledge, in terms of ideas, problems and solutions, relating to the topics of the course, to specialist and non-specialist interlocutors.
In terms of learning ability:
- develop the skills to undertake subsequent studies, related to the analysis of organizational learning models, to the design of analysis models, even innovative ones, with a high degree of autonomy.
Empowerment Tools for organisations
In terms of knowledge and understanding:
- acquire the fundamental concepts related to organizational empowerment tools by comparing methodologies and experimenting with some approaches to improve organizational processes and enhance human resources.
In terms of ability to apply knowledge and understanding:
- develop skills to recognize and implement different tools in use
In terms of independent judgment:
- to develop the capacity for critical analysis with respect to the evolution of theoretical models related to organizational planning and the valorisation of HR.
In terms of communication skills:
- being able to communicate the acquired knowledge, in terms of ideas, problems and solutions, relating to the topics of the course, to specialist and non-specialist interlocutors.
In terms of learning ability:
- develop the skills to undertake subsequent studies, related to the evolution of empowerment tools for organizations, to the planning and sharing of experiences and good practices with a high degree of autonomy.
The Workshop on Organisational Learning proposes:
to illustrate and to comment principal concepts related to the theoretical framework, which describes and explains the organisational learning, with particular reference to factors which promote it;
to understand the relevance for the organizational practice of the concepts and models discussed through the presentation of one case study.
The workshop on Empowerment Tools for organisations aims to achieve, in particular, the following learning objectives.
1. Provide useful theoretical and methodological assumptions to understand various tools of empowerment of the subject and the specificity that characterizes them for organizational purposes, with a focus on counseling and coaching.
2. Develop emotional skills, self-evaluation and reflective skills, through the experiential dimension, that will allow them to experience some of the tools of personal growth that will be presented.
3. Promote critical reflection on the organizational use of such instruments.
Knowledge and understanding:
- to provide knowledge of historical, theoretical and methodological models for the transition from Taylor-Fordist type of organizational and bureaucratic approach “cognitive”, and the analysis of the interconnections of a cultural and management relating to the affirmation of the company network and the Total Quality Management.
Applying knowledge and understanding:
- to develop skills and expertise in the analysis of the processes of evolution of organizational models, on the development of organizational learning, in view of intertwining of individual and collective dynamics in the functioning of organizations and the necessary integration between the strategic variables: people, processes, technologies and facilities.
Making judgements:
- to promote critical analysis of the evolution of organizational models in public administration, on the transformation of the bureaucratic model and the success of the telocratic model of new public management, based on analysis of business case studies and testimonials.
Communication skills:
- can communicate about their understanding, skills and activities, concerning the course contents, with peers, supervisors and clients.
Learning skills:
- have the learning skills to undertake further studies related to the analysis of the various organizational models, with particular attention to the structural and cultural dimensions, to the coordination mechanisms, to the redesign of innovative organizational models, with a high degree of autonomy.
Organisational Learning
In terms of knowledge and understanding:
- acquire the fundamental concepts of the theoretical framework of organizational learning: the pushes and resistance to change within an organization; organizational learning and skills development; organizational learning as a key to preside over change and innovation; explicit knowledge, tacit knowledge and knowledge management; reflexive skills as a key to a balanced development of competences in organizations.
In terms of ability to apply knowledge and understanding:
- develop skills in the analysis of explicit and tacit learning processes in organizations.
In terms of independent judgment:
- develop the capacity for critical analysis of the evolution of the reference theoretical models of organizational learning.
In terms of communication skills:
- being able to communicate the acquired knowledge, in terms of ideas, problems and solutions, relating to the topics of the course, to specialist and non-specialist interlocutors.
In terms of learning ability:
- develop the skills to undertake subsequent studies, related to the analysis of organizational learning models, to the design of analysis models, even innovative ones, with a high degree of autonomy.
Empowerment Tools for organisations
In terms of knowledge and understanding:
- acquire the fundamental concepts related to organizational empowerment tools by comparing methodologies and experimenting with some approaches to improve organizational processes and enhance human resources.
In terms of ability to apply knowledge and understanding:
- develop skills to recognize and implement different tools in use
In terms of independent judgment:
- to develop the capacity for critical analysis with respect to the evolution of theoretical models related to organizational planning and the valorisation of HR.
In terms of communication skills:
- being able to communicate the acquired knowledge, in terms of ideas, problems and solutions, relating to the topics of the course, to specialist and non-specialist interlocutors.
In terms of learning ability:
- develop the skills to undertake subsequent studies, related to the evolution of empowerment tools for organizations, to the planning and sharing of experiences and good practices with a high degree of autonomy.
scheda docente
materiale didattico
The first one provides knowledge of historical, theoretical and methodological models for the transition from Taylor-Fordist type of organizational and bureaucratic approach “cognitive”, and the analysis of the interconnections of a cultural and management relating to the affirmation of the company network and the Total Quality Management.
The second part aims to develop skills and expertise in the analysis of the processes of evolution of organizational models, on the development of organizational learning, in view of intertwining of individual and collective dynamics in the functioning of organizations and the necessary integration between the strategic variables: people, processes, technologies and facilities.
The last one has to objective to promote a critical analysis of the evolution of organizational models in public administration, on the transformation of the bureaucratic model and the success of the telocratic model of new public management, based on analysis of business case studies and testimonials.
LA ROSA M. (a cura di), Il "modello" Olivetti: passato, presente, e futuro?, Franco Angeli, Milano, 2022.
Fruizione: 22910158 Sociologia delle organizzazioni in Scienze dell'educazione per Educatori e Formatori L-19 COCOZZA ANTONIO, PROIETTI EMANUELA,
Programma
The course contemplates three main parts.The first one provides knowledge of historical, theoretical and methodological models for the transition from Taylor-Fordist type of organizational and bureaucratic approach “cognitive”, and the analysis of the interconnections of a cultural and management relating to the affirmation of the company network and the Total Quality Management.
The second part aims to develop skills and expertise in the analysis of the processes of evolution of organizational models, on the development of organizational learning, in view of intertwining of individual and collective dynamics in the functioning of organizations and the necessary integration between the strategic variables: people, processes, technologies and facilities.
The last one has to objective to promote a critical analysis of the evolution of organizational models in public administration, on the transformation of the bureaucratic model and the success of the telocratic model of new public management, based on analysis of business case studies and testimonials.
Testi Adottati
COCOZZA A., Organizzazioni. Culture, modelli, governance, Franco Angeli, Milano, 2014.LA ROSA M. (a cura di), Il "modello" Olivetti: passato, presente, e futuro?, Franco Angeli, Milano, 2022.
Modalità Erogazione
The course is in attendance. In the event of 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 apply. The course will be divided into online lessons, carried out synchronously on the TEAMS platform, according to the indicated calendar.Modalità Frequenza
The course is in person. Lessons take place during the first semester, on Thursdays, from 10.00 to 13.00.Modalità Valutazione
The learning evaluation takes place through a final oral exam, during which these issues are examined in depth: - the fundamental concepts of the theoretical reference framework proposed during the course, illustrated also in the adopted texts; - the acquired skills to analyze and compare policies related to the topics of organization, training and skills development, negotiation and regulation of employment relationships in the public administrations.
scheda docente
materiale didattico
- the theoretical and methodological model of organizational learning by Argyris and Schön;
- explicit knowledge, tacit knowledge and knowledge management (elements of knowledge management): from Polanyi to Nonaka and Takeuchi;
- the factors of environmental complexity and instability and the needs for change of organizations (elements of change management);
- the pressures and resistance to change within an organization;
- organizational learning and skills development: the Boyatzis model;
- organizational learning as the key to managing change and innovation: the March model;
- reflective skills as the key to a balanced development of skills in organizations.
The laboratory provides the possibility of carrying out group work (face-face for those attending, but also online for those not attending). These activities may concern the in-depth analysis and presentation of a scientific article relating to the topics covered; the design of an intervention to analyze learning processes in an organization.
Fruizione: 22910158 Sociologia delle organizzazioni in Scienze dell'educazione per Educatori e Formatori L-19 COCOZZA ANTONIO, PROIETTI EMANUELA,
Programma
The main topics covered during the laboratory are:- the theoretical and methodological model of organizational learning by Argyris and Schön;
- explicit knowledge, tacit knowledge and knowledge management (elements of knowledge management): from Polanyi to Nonaka and Takeuchi;
- the factors of environmental complexity and instability and the needs for change of organizations (elements of change management);
- the pressures and resistance to change within an organization;
- organizational learning and skills development: the Boyatzis model;
- organizational learning as the key to managing change and innovation: the March model;
- reflective skills as the key to a balanced development of skills in organizations.
The laboratory provides the possibility of carrying out group work (face-face for those attending, but also online for those not attending). These activities may concern the in-depth analysis and presentation of a scientific article relating to the topics covered; the design of an intervention to analyze learning processes in an organization.
Testi Adottati
Teaching supporting materials and scientific articles are proposed by the teacher at the start of the course.Modalità Frequenza
The course is face-face. Lessons take place during the second semester, on Thursdays, from 10.00 to 13.00. The program for non-attending students is the same.Modalità Valutazione
Student learning is assessed through a final oral exam. The objective is to verify with the student the degree of maturity of the theoretical-conceptual wealth of knowledgeacquired, thanks to individual in-depth study and reflection, and of the skills acquired thanks to team work, in terms of analytical and critical thinking. During the exam, group work is also discussed with those attending, with a focus on the personal contribution given.Fruizione: 22910158 Sociologia delle organizzazioni in Scienze dell'educazione per Educatori e Formatori L-19 COCOZZA ANTONIO, PROIETTI EMANUELA,