Learning objectives

Referring to knowledge Student should have previously taken the subject Strategic Management. Therefore, Organization Management deals with the implementation of the strategies defined by the management team in the different external and internal areas: — External area. Students must learn to assess the consequences of the strategy on stakeholders. Consequences for the company’s property environment. Relationship between strategy and possible futures for the environment and the organization. — Internal area. Students must learn the managerial capabilities and skills of the person carrying out the implementation of the strategy. They must understand that these skills are used to manage different groups or people who represent pressure groups. And they must also understand the importance of business culture and its consequences. Finally, they must learn to manage the organizational and cultural change necessary to execute the new strategy.

 

 

Teaching blocks

 

Block 1. Management and environment

*  Study how the contingent factors of the environment influence management decision-making.

Block 2. Management and people

*  Study management’s decisions regarding the groups of individuals that make up the organizational structure and their interrelationship, since the efficiency and competitiveness of the organization depends on them.

Block 3. Management and organization

*  Study the decisions that must be taken by management in its immediate environment, such as the organizational structure, which is strongly influenced by business, regional or national culture, etc.

 

 

Teaching methods and general organization

 

The teaching methodology for the course combines face-to-face sessions and various applied activities (exercises, case studies, etc.). These activities may be solved individually or in groups. They mainly consist of the following activities: 1. Lectures in which the key topics of the course are explained with the active participation of students. — Guest speaker(s). 2. Applied activities consist of the following: — Assignments in small groups (projects, class discussions, etc.). — Business problem-solving exercises to apply theoretical knowledge to the organizational reality. — Research project “You are the consultant”: case study created on the basis of proposed solutions to a specific company’s organisational challenge. Results are presented at the “Consultants’ Fair”. — Flipped classroom methodology (RIMBDA innovation project). 3. The Virtual Campus contains the materials required to take the subject, whether they are the slides from classes, cases and critical incidents, or further reading.

 

 

Official assessment of learning outcomes

 

The assessment of the subject includes a theoretical part and a practical part. 1. The theoretical part, worth 40% of the final grade, includes multiple-choice tests that must be passed with an average mark of 5. 2. The practical part, worth 60% of the final grade, consists of: — Assignments and exercises carried out in groups or individually during the course (20%). — Organizational project, in groups (40%). NB: Student who fail to pass continuous assessment with a grade of 5 must sit the final examination. They can decide whether to keep the grade of the practical part of the continuous assessment, or answer the case study included in the final exam.   Examination-based assessment Single assessment involves sitting only the final examination: the grade obtained in the exam has a weight of 100% (the multiple-choice test has a value of 70% and the exercise or case study, 30%). Repeat assessment Repeat assessment consists of an exam with the same format and weighting as the single assessment.

Reading and study resources

Check availability in Cercabib

Book

Mintzberg, H, (2022). Understanding organizations ... Finally!. Structuring in sevens.. Berrett-Koehler Publishers

Catàleg UB  

Fuentes Ramírez, J. (2007). De padres a hijos. El proceso de sucesión en la empresa familiar.  Madrid: Ed. Pirámide.

Catàleg UB  

Kotter, J. P., Akhtar, V. & Gupta, G. (2021). Change: How organizations achieve hard-to-imagine results despite uncertain and volatile times. Wiley 1st edition

Catàleg UB  

Gómez-Mejía, L. R. & Balkin, D. B. (2013)  Administración. Madrid : McGraw-Hill Inter.

Catàleg UB  

Carlock, R.S. & Ward, J.L (2007). La planificación estratégica de la familia empresaria : Cómo planificar para unir a la familia y asegurar la continuidad de la empresa familiar.  Bilbao: Deusto.

Catàleg UB  

Schein, E.H. (1988). La cultura empresarial y el liderazgo : Una visión dinámica. Plaza & Janés.

Catàleg UB  

Senge, P.M. (2012). La quinta disciplina: Cómo impulsar el aprendizaje en la organización inteligente. Granica (2ª ed.,  Barcelona)

Catàleg UB  

Robbins, S.P. (2022). Comportamiento organizacional.  Pearson Educación

Versió en línia (2023)  

Thompson, A.J. (2017). Administración estratégica. McGraw-Hill

Catàleg UB  

Robbins, S.P., & Coulter, M.A. (2017) Management (15th Edition) - Global Edition. Perarson

Catàleg UB  
Versió en línia. Castellà (13a ed., 2018)  

Schermerhorn Jr, J. R., & Bachrach, D. G. (2023). Management. John Wiley & Sons.

Daft, R. L., & Marcic, D. (2022). Understanding management. Cengage Learning.

Griffin, R. (2021). Fundamentals of management. Cengage Learning.

Robbins, S.P. Judge, T.A. (2023.) Organizational Behavior, Global Edition  (19th edition) Pearson.

Johns, G. &  Saks, A.M. (2022). Organizational Behaviour: Understanding and Managing Life at Work. Pearson Canada (12th edition).

Robinson, J., & Renshaw, P. (2019). Coaching on the go: how to lead your team effectively in 10 minutes a day. Pearson UK.

Clegg, S. R., Pitsis, T. S., & Kornberger, M. (2019). Managing and organizations: An introduction to theory and practice.