• Demonstrate an understanding of concepts, theories, models and perspectives presented in the course.
• Demonstrate an ability to analyze and explain complex organizational situations and practices, using concepts, theories, models and perspectives discussed in the course.
• Formulate effective solutions to organizational problems or situations, using the concepts, theories, models and perspectives addressed in the course.
• Deliver well‐structured and compelling written and oral presentations on organizational associated issues, tailored to the needs of a specific audience.

This course will provide students with a fundamental understanding of the characteristics and behavior of groups and organizations. Students will be acquainted with contemporary perspectives on how organizations act and how organizations impact the actions of organizational members and vice versa. Modernist, symbolic-interpretive, critical and postmodern perspectives on organizations are presented, and it is expected that by the end of the course, students are not just familiar with differences between these perspectives, but also can see the strengths and weaknesses of the various perspectives.
 
The course will offer specific emphasis on organizational issues in the context of arts and culture. It will examine group dynamics and processes, culture, leadership, power, and organizational structure, as well as how the organizational context and environment influences on the organization. Throughout the course students will explore relations between individuals (employees, managers, leaders), formal and informal groups, organizations, industries and the wider organizational context.
 
A range of teaching methods and course materials will help us introduce important approaches, concepts, and frameworks, and apply those to different types of organizations operating in diverse sectors and geographies. The course will also highlight particularities of organizational behavior in the specific case of arts and culture, through a range of examples from around the world.
 
The course will allow students (1) to develop an ability to analyze, comprehend, and explain important aspects and determinants of behavior in organizations, and 2) to apply theories and approaches from the course in a practical way to competently and strategically address problems, envision and achieve organizational change, and learn what it takes to be more effective and engaging leaders and managers, especially in the context of arts and culture.

For the workshops, we will work in groups of 4-6 students. These groups are formed by the students at our first workshop meeting.

Books
Clegg, S., Kornberger, M. and Pitsis, T. 2016. Managing & Organizations. An Introduction to Theory & Practice. 4th Edition. London: Sage Publications Ltd.
Hatch, M. J. 2011. Organizations. A Very Short Introduction. New York: Oxford University Press.

Articles for download
Ashforth, B. E. and Mael, F. 1989. Social Identity Theory and the Organization. Academy of Management Review, 14(1): 20-39.
Katzenbach, J. R. and Smith, D. K. 1993. The Discipline of Teams. Harvard Business Review, vol. 83 (7/8), pp. 162-171.
Kotter, J. P. 1990. What Leaders Really Do. Harvard Business Review, vol. 79 (11), pp. 85-96.
Mintzberg, H. 1981. Organization design: fashion or fit? Harvard Business Review, vol. 59 (1), pp. 103-116.

Compendium
Handy, C. 1993. Chapter 1: About This Book. In Understanding Organizations, 4th edition, pp.13-25. New York: Oxford University Press.
Hatch, M. J. and Cunliffe, A. L. 2006. Chapter 4: Organizational Social Structure. In Organization Theory: Modern, Symbolic and Postmodern Perspectives. Second Edition, pp. 101-138. Oxford University Press.
Hatch, M. J. and Cunliffe, A. L. 2006. Chapter 6: Organizational Culture. In Organization Theory: Modern, Symbolic and Postmodern Perspectives. Second Edition, pp. 175-203 and 213-219. Oxford University Press.
Morgan, G. 2006. Chapter 6: Interests, Conflict, and Power: Organizations as Political Systems. In G. Morgan: Images of organization, pp.149-206. Updated edition. Thousand Oaks, CA: Sage.
Schein, E. H. 2004. The Concept of Organizational Culture: Why Bother? In J. S. Ott, J. M. Shafritz and Y. S. Yang (eds. 2011): Classic Readings in Organization Theory. 7th edition, pp. 349-360. South Melbourne, Vic.: Wadsworth, Cengage Learning.
Senior, B. and Swailes, S. 2010. Chapter 6: Leadership and change. In Organizational Change. Fourth
Edition, pp. 225-257 and 273-279. Harlow, England: Pearson.
Van Maanen, J. 1991. The smile factory: Work at Disneyland. In P. J. Frost, L. F. Moore, M. R. Louis, C. C. Lundberg and J. Martin (eds.): Reframing Organizational Culture, pp. 58-76. Newbury Park, CA: Sage.

Please note, minor changes may occur. The teacher will upload the final reading list to LEARN two weeks before the course starts.