Organizational dynamcs2018

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: 15
  • Seminar: 8
  • Other forms of study: 97
  • Individual work: 60
  • Lecturer: Janez Stare, PhD

1. Prerequisits

No prerequisits.

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

3. Readings

  • 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

  • lecture
  • practical work
  • seminar
  • group work and leading a group of people
  • (group) presentation of report
  • case study
  • problem based learning
  • e-learning
  • individual tutorial

7. Assessment

  • 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.

9. Lecturer's references

  • STARE, J., SELJAK, J. (2013). Vodenje ljudi v upravi : povezanost osebnostnega potenciala za vodenje z uspešnostjo vodenja, (Upravna misel). 2. ponatis. V Ljubljani: Univerza, Fakulteta za upravo.
  • STARE, J., PEZDIR, M., BOŠTJANČIČ, E. (2013). Links between perceived leadership styles and self-reported coping strategies. Psihologijske teme, ISSN 1332-0742, vol. 22, no. 3, str. 413-430.
  • 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.
  • IVANKO, Š., STARE, J. (2007). Organizacijsko vedenje. V Ljubljani: Fakulteta za upravo.
  • STARE, J., GRUDEN, B., KOVAČ, P. (2008). The Management of complaints in Slovene public administration. Organizacija (Kranj), jan.-feb. 2008, letn. 41, št. 1, str. 22-30.