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2020/2021  BA-BSACO1008U  Organizational Behavior: Arts and Culture

English Title
Organizational Behavior: Arts and Culture

Course information
Language English
Course ECTS 7.5 ECTS
Type Mandatory
Level Bachelor
Duration One Quarter
Start time of the course First Quarter
Timetable Course schedule will be posted at calendar.cbs.dk
Study board
Study Board for BSc in Service Management
Course coordinator
  • Susana Borras - Department of Organization (IOA)
Teacher: Roar Veiter Bovim
Main academic disciplines
  • Management
  • Organisation
  • Organisational behaviour
Teaching methods
  • Blended learning
Last updated on 19-08-2020

Relevant links
Learning objectives
After taking this course, the students should be able to:
  • 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.
Course prerequisites
English language skills equal to B2 level (CEFR) and math skills equal to Danish level B are recommended.
Examination
Organizational behavior: Arts and culture:
Exam ECTS 7,5
Examination form Home assignment - written product
Individual or group exam Individual exam
Size of written product Max. 10 pages
Assignment type Case based assignment
Duration 48 hours to prepare
Grading scale 7-point grading scale
Examiner(s) One internal examiner
Exam period Autumn
Make-up exam/re-exam Oral Exam
Duration: 20 min. per student, including examiners' discussion of grade, and informing plus explaining the grade
Preparation time: No preparation
Examiner(s): If it is an internal examination, there will be a second internal examiner at the re-exam. If it is an external examination, there will be an external examiner.
Description of the exam procedure

The oral re-exam is based on the full curriculum.
Course content, structure and pedagogical approach

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.

 

Academic progression:

This course runs in the 3rd semester of the program, and complements with an organizational perspective the previous management courses from the 1rst and 2nd 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 3rd 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 3rd 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.

 
Description of the teaching methods
Lectures, case discussions, presentations, exercises, and team work.
There will be two meetings during the week: one lecture and one workshop. The lectures will primarily cover the assigned readings, and focus on the main theoretical concepts and perspectives in the readings. The teaching will, however, also include some real world applications and show how concepts and perspectives are related to practice. The workshops will take place in smaller groups according to the specialization (tourism & hospitality, service innovation, arts & culture) and will be devoted to further questions and discussions about the material presented in the lecture, and will also be devoted to some specific cases which will be presented by the students who will get feedback. Cases will provide the ‘application’ aspects of this course. To a great extent, you will work in groups, and the assigned group activities will require your full participation. These exercises are intended to give students the opportunity to apply what they are learning to real world problems.
For the workshops, we will work in groups of 4-6 students. These groups are formed by the students at our first workshop meeting.
Feedback during the teaching period
The students will receive feedback during the course in different ways. Firstly, they will get feedback during lectures in the form of interaction with the teacher if any question arises. Secondly, they will get feedback during the exercises as those start with a question and answer Q&A session about the lecture. Thirdly, the students will get feedback from their case presentations during the exercises. Fourthly, the students will get collective feedback from the answers to the multiple choice test conducted at the end of each workshop.
Student workload
Regular class sessions 30 hours
Readings of about 550 pages of literature 127 hours
Other preparation prior to class 20 hours
Preparation for and participation in exam 30 hours
Expected literature

Literature

One book has been ordered for this course, in addition to a few articles and a course compendium.

Book

Hatch, M. J. 2018.  Organization Theory. Modern, Symbolic, and Postmodern Perspectives. Oxford, UK: 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.

Hatch, M. J. 1999. Exploring the Empty Spaces of Organizing: How Improvisational Jazz Helps Redescribe

Organizational Structure. Organization Studies, vol. 20 (1), pp. 75-100.

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.

Phillips, K. W. 2014.  How Diversity Works. Scientific American, vol. 311 (4), pp. 42-47.

Compendium

Clegg, S., Kornberger, M. and Pitsis, T. 2019. Chapter 3: Managing Teams and Groups. In Managing &

 Organizations. An Introduction to Theory & Practice, 5th Edition, pp. 75-105. London: Sage

Publications Ltd.

Handy, C. 1993. Chapter 1: About This Book. In Understanding Organizations, 4th edition, pp.

13-25. New York: Oxford University Press.

Mintzberg, H. 1995. Chapter 5: The Structuring of Organizations. In Mintzberg, Quinn & Ghosal

(1995): The Strategy Process, pp.331-358. Prentice Hall.

Morgan, G. 2006. Chapter 6: Interests, Conflict, and Power: Organizations as Political Systems. In G.

Morgan: Images of organization, pp.149-199. Updated edition. Thousand Oaks, CA: Sage.

Rost, J. C. 1991. Chapter 1: The Problem with Leadership Studies and Chapter 2: An Overview of Leadership Studies. In Leadership for the Twenty‐First Century, pp. 1-11 and 13-36. New York: Praeger.

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.
Last updated on 19-08-2020