2024/2025 KAN-CPHIO1801U Organizational Philosophy
English Title | |
Organizational Philosophy |
Course information |
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Language | English |
Course ECTS | 15 ECTS |
Type | Mandatory (also offered as elective) |
Level | Full Degree Master |
Duration | One Semester |
Start time of the course | Autumn |
Timetable | Course schedule will be posted at calendar.cbs.dk |
Study board |
Study Board for BSc/MSc in Business Administration and
Philosophy, MSc
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Course coordinator | |
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Main academic disciplines | |
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Teaching methods | |
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Last updated on 19-03-2024 |
Relevant links |
Learning objectives | ||||||||||||||||||||||||||||
To achieve the grade 12, students should meet the
following learning objectives with no or only minor mistakes or
errors:
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Prerequisites for registering for the exam (activities during the teaching period) | ||||||||||||||||||||||||||||
Number of compulsory
activities which must be approved (see section 13 of the Programme
Regulations): 1
Compulsory home
assignments
In order to be able to attend the exam, the student must have passed one individually written assignment. The assignment should relate to one of the themes of the course. The student is expected to write 4 pages that critically reflect upon a philosophical concept and a specific problem in its original context and show how the concept can be used to think about different aspects of organization. If the student does not pass the compulsory home assignment, then he or she needs to hand in a new 4 pages essay that meets the above stated requirements. The dates for handing in the exam essay and the compulsory written assignment will be announced on Digital Exam. Please hand in the exam essay and the written assignment at Digital Exam. |
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Examination | ||||||||||||||||||||||||||||
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Course content, structure and pedagogical approach | ||||||||||||||||||||||||||||
Organizational Philosophy introduces to the student a specific philosophical analysis of organization. The course maps out what differentiates organizational philosophy from both classical philosophy, on the one hand, and classical organizational analysis, on the other hand.
The aim of the course is to introduce the students to basic philosophical concepts and analytical tools that may become their later professional profile. The predominantly contemporary curriculum mirrors the ambition of enabling the student to identify problems, challenges and potentials within organizations. As well, the course shows the students how philosophy can become a productive force in the analysis of organization.
It is also the intention of the course to show how philosophical concepts allow for a creative engagement with various organizational phenomena. Thus, the course enables students to think differently about central themes within organization studies, including leadership, bureaucracy, entrepreneurship, management and so forth.
Aim of the course: The course will give an introduction to organizational philosophy and demonstrate how philosophy provides new ways of conceptualizing and analyzing organizations and organizational phenomena. The course will consist of lectures, company visits and workshops. The active participation of the students is a prerequisite for the success of the course.
The course’s development of personal competences: Students that have participated in this course will be able to understand and analyze organizations with the use of philosophical concepts. The students will obtain knowledge of central themes within organization studies, including leadership, bureaucracy, entrepreneurship, management, and learn how to engage with them from a philosophical perspective. As well, the students will learn how to use philosophical concepts to explore concrete organizational problems and practices.
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Description of the teaching methods | ||||||||||||||||||||||||||||
The course is constructed so that it first introduces to the specific methods and concepts of organizational philosophy, and later offers cases, through which these methods are applied. | ||||||||||||||||||||||||||||
Feedback during the teaching period | ||||||||||||||||||||||||||||
The students will receive feedback during the course through the following channels: feedback on student presentations in class; feedback on performance at workshops; as well as feedback on the performance on the final examination. In addition, all students are encouraged to attend the office hours of the faculty. | ||||||||||||||||||||||||||||
Student workload | ||||||||||||||||||||||||||||
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Expected literature | ||||||||||||||||||||||||||||
Agamben, G. (2007): “In Praise of Profanation”, Profanation, New York: Zone Books. Arendt, H. (1998): “Prologue” and “The Human Condition”, in: The Human Condition, The University of Chicago Press Chia, R. & Holt, R. (2006). Strategy as Practical Coping: A Heideggerian Perspective. Organization Studies, 27(5), 635-655. Deleuze, G. & Guattari, F. (1994): “What is a concept?”, in: What is Philosophy?, London: Verso. Deleuze, G. (1992). Postscript on the Societies of Control. October, 3–7. Derrida, J. (2008): “A Certain Impossibility of Saying the Event”, Critical Inquiry, Vol. 33(2): 441-461 du Gay, P. (1994). “Making up Managers: Bureaucracy, Enterprise and the Liberal Art of Separation”, The British Journal of Sociology, 45(4), 655–674. Grint, K.. “The sacred in leadership: separation, sacrifice and silence”, Organization Studies 31 (2010): 89-107. Hamel, G., (2006): “The Why, What, and How of Management Innovation”, Harvard Business Review, 84, 72–84 Heidegger, M. (1962). Being and Time. (J. Macquarrie & E. Robinson, Trans.). Malden, MA; Oxford: Blackwell, 28-35 + 91-102. Johnsen, C. G. & Sørensen, B. M. (2014). “It”s capitalism on coke!’: From temporary to permanent liminality in organization studies. Culture and Organization, 0(0), 1–17. Johnsen, C. G. (2015): “Deconstructing the future of management: Pharmakon, Gary Hamel and the impossibility of invention”, Futures Vol. 68(4): 57-66 Jones C. & Spicer A. (2005): “The Sublime Object of Entrepreneurship”, Organization, 12(2): 223–46. Latour B. (2004): “Why Has Critique Run out of Steam? From
Matters of Fact to Matters of Concern”, Critical Inquiry,
30(2): 225–48.
Macauley, D. (1996): “Hannah Arendt and the Political Place: From Earth Alienation to Oikos”, in Minding Nature: The Philosophers of Ecology, The Guilford Press Schumpeter, J. A. (1989): “The Creative Response in Economic History”, in: Essays on Entrepreneurs, Innovation, Business Cycles and the Evolution of Capitalism, Transaction Publishers. Serres, M. “Theory of the Quasi-Object”, in: The Parasite, Minnesota: University of Minnesota Press. Śliwa, M., Spoelstra, S., Sørensen, B. M., & Land, C. (2012). “Profaning the sacred in leadership studies: a reading of Murakami’s A Wild Sheep Chase”. Organization. Sørensen, B. M. & Spoelstra, S. (2012). Play at work: continuation, intervention and usurpation. Organization, 19(1), 81-97. Spoelstra, S. (2007): “Philosophy”, in: What is organization?, Lund: Lund Business. Turner, V. (1974). Liminal to Liminoid, in Play, Flow, and Ritual: An Essay in Comparative Symbology. The Rice University Studies, 60(3), 53–92. Weber, M. (1958): “Bureaucracy” in From Max Weber: Essays in Sociology. Oxford University Press Žižek, S. (1989): The Sublime Object of Ideology, Verso, p. 24-55 |