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: 21
  • Seminar: 11
  • Other forms of study: 88
  • Individual work: 60
  • Lecturer: Jernej Buzeti, 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

Student:

  • 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.

Competencies:

  • 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.

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.