2012 Organizational dynamcs
- Study programme and level: Master’s Degree Programme Administration- Public sector governance 2nd Cycle
- 2nd year
- 6 ECTS
- Course type: Core
- Lectures: 21
- Seminar: 11
- Other forms of study: 88
- Individual work: 60
- Lecturer: Jernej Buzeti, PhD
2. Content (Syllabus outline)
- Organisations & Effectiveness
- Organizational identity
- Organisation and internal & external public
- Internal Organisational dynamics and relations
- The Process of Empowerment
- Group dynamics
- Managing individuals
- Diversity and Cultural Complexities
- Organisational Stress and Burnout
- Conflict management
- Creativity & Intrapreneurship
- Organisational Changes and Challanges
- Jones, G. R. (2010). Organisational Theory, Design and Change, (Global edition), 7th Edition, Pearson Education Limited, England.
- Boros, S. (2009). Exploring organizational dynamics, London: Sage.
- Senge P. M. (2006). The Fifth Discipline: The Art & Practice of The Learning Organization. Crown Business
- Yalom, I. D. (2008). The theory and practice of group psychotherapy, 5th Edition, New York: Basic Book.
4. Objectives and competences
- understand the impact of key stakeholders and environment of an organization performance,
- identify factors of organizational identity and importance of relations,
- learn about organizational dynamics,
- learn about the group dynamics,
- know how to manage individuals,
- is familiar with the techniques of creative thinking.
- understands of the role and importance of the organizational dynamics for the organization's performance
- ability to design the identity of the organization,
- ability to manage the organizational dynamics and understanding role of relations,
- ability to manage group dynamics,
- capacity for creative action.
5. Intended learning outcomes
Knowledge and understanding
Student will be able:
- to present theories and the principles of organisational dynamics,
- to facilitate understanding of an organisation’s dynamic influences in relation to other areas of management study (organisational behaviour, human resource management, strategic management).
- to understand and manage group dynamics within the organization,
- to understand the holistic approach of organisations,
- to participate in the group and aplly creative thinking techniques in resolving organizational challanges.
6. Learning and teaching methods
- practical work
- group work and leading a group of people
- (group) presentation of report
- case study
- problem based learning
- individual tutorial
- Written (and/or oral) examination (condition: positive evaluation of the exam) 60 %
- Active participation (individual and/or group work, e-learning, test, essay) group work and report (report of project work, oral presentation of project work) 40 %
Final assessment of the course is the sum of the written (and / or oral) examination and other partial estimates of commitments that are finished before the time of examination.
8. Lecturer's references
- BUZETI, Jernej, KLUN, Maja, STARE, Janez. Evaluation of measures to reduce employee turnover in Slovenian organisations. E+M, ISSN 1212-3609, 2016, vol. 19, no. 1, str. 121-131, doi: 10.15240/tul/001/2016-1-009. [COBISS.SI-ID 4774830].
- BUZETI, Jernej, STARE, Janez, KLUN, Maja, KOTNIK, Žiga. The impact of leaderʼs temperament on work absence. Transylvanian review of administrative sciences, ISSN 1842-2845, 2016, sp. iss., str. 23-37, tabele. file:///C:/Users/anitac/Downloads/502-994-1-SM.pdf. [COBISS.SI-ID 4994222].
- STARE, J., BOŠTJANČIČ, E., BUZETI, J., KLUN, M., KOZJEK, T., TOMAŽEVIČ, N., STARE, J. (urednik). (2012). Boljše delovno okolje za boljše sodelovanje : [priročnik]. 1. izd. Ljubljana: Fakulteta za upravo.