2013/2014 KAN-DCM_LECO LEADING COMPLEX ORGANIZATIONS
English Title | |
LEADING COMPLEX ORGANIZATIONS |
Course information |
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Language | English |
Exam ECTS | 7.5 ECTS |
Type | Mandatory |
Level | Full Degree Master |
Duration | One Quarter |
Course period | Spring, Fourth Quarter |
Time Table | Please see course schedule at e-Campus |
Study board |
Study Board for BSc og MSc in Business, Language and Culture,
MSc
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Course coordinator | |
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Co-teacher: Dan Karreman | |
Main academic disciplines | |
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Last updated on 12-11-2013 |
Learning objectives | |||||||||||||||||||||
At the end of the course students
should be able to:
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Course prerequisites | |||||||||||||||||||||
Bachelor degree. The course is offered as an elective in concentration in Diversity and Change Management in the Masters Program in Business, Languages and Culture (BLC), but is also open to students in other graduate programs at the CBS, including international students. | |||||||||||||||||||||
Examination | |||||||||||||||||||||
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Course content and structure | |||||||||||||||||||||
This course prepares students for
careers as effective managers by exploring the key practical and
conceptual tasks and challenges facing complex organizations and
the people who work in them. These challenges include
organizing work as a series of diverse and challenging projects;
managing project portfolios; negotiating work tasks with experts,
professionals, and knowledge workers; maintaining integration in
very diverse workplaces; and grappling with uncertainty and
change. The course stresses that in such contexts, the
strategic, organisational and cultural aspects of management
practice always intersect and overlap. At the same time, the course
explores several theories that link these dynamics tightly
together.
The course further pursues the notion that management practices rooted in industrial regimes of production increasingly have been superseded in many instances by new management practices that foreground collaboration, leadership, culture and the regulation of identity. The course therefore includes discussion of those aspects of organisational life that are often marginalised in standard texts, including the politics and complexities of managerial decision-making, the personal stresses associated with managerial work, the roles played by ordinary human interaction, relationships, and humour in organizational settings. |
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Teaching methods | |||||||||||||||||||||
Class time will consist of a combination of lectures and case-based discussions. Students will participate actively in and analyzing presenting readings and cases. Students will be strongly encouraged to form study groups that meet outside of class to prepare and discuss the readings and cases in advance. | |||||||||||||||||||||
Expected literature | |||||||||||||||||||||
Course materials consist of a
textbook, journal articles, and business cases. All
students are responsible for obtaining all course materials and for
showing up for class ready to discuss them. The case
materials assigned for this course are all available for purchase
at the Harvard Business School Publishing.
Indicative Literature: Tony Watson, Organising and Managing Work. Financial Times/ Prentice Hall; 2 edition (10 Jan 2006). |
Last updated on
12-11-2013