Since its early days, management in organizations has been obsessed with time, embodied, for example, by Frederick Taylor's studies at the tum of the century. In most such cases, 'faster’ still means 'cheaper', and slowing down means not keeping up with the competition. But while such 'clock-time' is crucial to organization and management, it only represents one dimension of what time is. This course examines the different dimensions of time and temporality in studies of work and organization and explores how such different aspects may prompt different managerial interventions. It will outline some of the key dimensions of time to emerge from social philosophy and social theory and will examine the place of such dimensions in the history of industrial capitalism. As such, the course explores how homogenoues time management systems are complemented by other, more heterogenous time-reckoning systems. But the course will also explore what it means to experience time in different ways, engaging with the perception of time in phenomena like flow experiences, boredom and stress. Through lectures and exercises that engage with the students’ own experiences, we will explore how time unfolds and how it is aligned with feelings of agency and the setting of goals. We will also be exploring the notion of ‘atmosphere’ and ask what effects a boring or a stressed-out work environment will have on performance.