• 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 tourism and hospitality.

Academic progression:

This course runs in the 3^rd semester of the program, and complements with an organizational perspective the previous management courses from the 1rst and 2^nd semesters. Acknowledging that management is a process that takes place within and across organizations, this course on organizational behavior brings forward important aspects about behavioral dynamics of groups and of organizations, complementing the focus of management courses on decision-making processes and efficiency.

This course complements as well the other courses in the 3^rd semester on control and accounting systems, on financial accounting, and on strategy in service perspective. An effective control, accounting and financial systems require organizations that are able to deliver, and for that it is fundamental to understand organizational behavior issues associated to the relations between the individuals and groups that form the organization, and its external context. Likewise, delivering the value creation and competitive market performance suggested in the strategy course of the 3^rd semester requires also an organization that is able to function in that direction. The behavior of individuals and groups within the organization is fundamental to achieve the strategic goals set up for the firm.

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 CBS Canvas two weeks before the course starts.