Università Roma Tre

The course contemplates three main parts.
The first one provides knowledge of historical, theoretical and methodological models for the transition from Taylor-Fordist type of organizational and bureaucratic approach “cognitive”, and the analysis of the interconnections of a cultural and management relating to the affirmation of the company network and the Total Quality Management.
The second part aims to develop skills and expertise in the analysis of the processes of evolution of organizational models, on the development of organizational learning, in view of intertwining of individual and collective dynamics in the functioning of organizations and the necessary integration between the strategic variables: people, processes, technologies and facilities.
The last one has to objective to promote a critical analysis of the evolution of organizational models in public administration, on the transformation of the bureaucratic model and the success of the telocratic model of new public management, based on analysis of business case studies and testimonials.

COCOZZA A., Organizzazioni. Culture, modelli, governance, Franco Angeli, Milano, 2014.
COCOZZA A., Il sistema scuola. Autonomia, sviluppo e responsabilità nel lifewide learning, Franco Angeli, Milano, 2012.

The theoretical and operational model of organizational learning in Argyris and Schön
The complexity and environmental instability factors and the need of change in organizations (introduction to the change management)
The incentives and resistances to change within an organization
Organizational learning and competences development: the Boyatzis model
Organizational learning as a key to oversee change and innovation: the March model
Explicit knowledge, tacit knowledge and knowledge management (introduction to knowledge management ): from Polanyi to Nonaka
Reflexive skills as a key to a balanced development of competences in organizations
Presentation of a case study of organizational learning tools and methods:
b) Planning and implementation of the project of organizational learning in a highly innovative enterprise

Argyris, C. & Schön, D.A. (1998). Teoria e metodo dell’apprendimento organizzativo. Milano: Guerini e Associati.

LABORATORY OF EMPOWERMENT TOOLS FOR ORGANIZZATIONS - 3 CFU (18 ORE)

Given the complexity of contemporary organizational contexts, increasingly characterized by network structures with high relational, emotional and communicative complexity, the laboratory "Tools of empowerment in organizations" intends to illustrate to the students the most functional methodologies and tools for governing this complexity, in a perspective of empowerment of the subject and the organization. In continuity with the course of Sociology of the organization that presents the theoretical frame of reference of the sociological organizational disciplines and the new organizational models that tend to recognize more and more the person as a strategic lever of the development, a particular attention will be devoted to the tools of personal growth such as the philosophical practices, counseling and coaching currently widely used also in managerial training and considered essential tools for enhancing and coordinating groups. The laboratory provides a theoretical-practical approach with which it intends to provide students, in addition to the necessary theoretical framework of reference, also an experiential dimension through which to develop a personal growth process that leads them to develop emotional skills, self-assessment and reflexive, today essential for living and working in a complex society. The laboratory alternates theoretical sessions with practical sessions aimed at activating/exercising emotional competence. An integral part of the workshop is the creation of in-depth thematic courses within small workgroups. Given its experiential nature, frequency is strongly recommended.

Non-attending students will be able to select a text from those indicated and prepare a critical summary (written analysis) to be sent to the teacher two days before the exam and discuss during the interview.


Targets

The laboratory aims to pursue, in particular, the following educational objectives.
1. Provide the theoretical and methodological assumptions useful for understanding different empowerment tools of the subject and the specificity that characterizes them for organizational purposes, with particular attention to counselling and coaching.
2. Develop emotional, self-evaluation and reflective skills and competences, through the experiential dimension that will allow them to experiment with some of the personal growth tools that will be presented.
3. Promote a critical reflection on the organizational uses of these tools.

Per tutti:
Dispensa di supporto allo studio e articoli forniti dalla docente
Ashkanasy N., Humphrey R., Current Emotion Research in Organizational Behavior, in Emotion Review, Vol. 3, n. 2, Aproò 2011).

1 Articolo a scelta tra quelli forniti

1 TESTO A SCELTA TRA:
Ken Blanchard , John P. Carlos , Alan Randolph, Le tre chiavi dell'empowerment. Come liberare il potenziale dei collaboratori offrendo dei risultati entusiasmanti, Franco Angeli

Ron Johnson, David Redmond, L'arte dell'empowerment. Come realizzare un'organizzazione snella più competitiva coinvolgendo e responsabilizzando il personale, Franco Angeli,