8338 - ORGANIZZAZIONE D'IMPRESA / ORGANIZATION

Il corso di organizzazione d'impresa ha l'obiettivo di costruire una piattaforma di conoscenze attraverso cui poter riconoscere, analizzare e risolvere un problema organizzativo generale cosi' come aspetti piu' specifici. Questa piattaforma e' articolata su una complessa varieta' di conoscenze, in particolare: la progettazione delle strutture e dei meccanismi organizzativi, il governo dei processi di trasformazione, crescita e crisi, la creazione di condizioni strutturali di efficienza.

• Le basi organizzative del vantaggio competitivo
• Organizzazione e Stakeholders
• Sfide di design organizzativo
• Progettare l'organizzazione d'impresa
• Progettare i confini dell'impresa e i network interorganizzativi
• Governare cultura ed etica dell'organizzazione
• Governare la relazione tra strategia e organizzazione
• Nascita, crescita, sviluppo e declino organizzativo
• Organizzare per l'innovazione e il cambiamento

Per i frequentanti

Prova scritta finale: 70%.

Progetto di gruppo articolato su un assignment di gruppo: 30%
Un (1) punto addizionale sul voto finale per gli studenti che frequentano le sessioni dedicate al tool Aris.

Per i non frequentanti
Esame scritto suilibri di testo:

• G.Jones Organizzazione: teoria, progettazione, cambiamento, Edizione italiana a cura di G.Soda, Egea 2007 (tutti i capitoli, compresi i casi).
• L’organizzazione Strategica, a cura di G.Soda Egea 2009.

Pewr i frequentanti

• G.Jones, Organizzazione: teoria, progettazione, cambiamento, Edizione italiana a cura di G.Soda, Egea 2007.
• Dispensa L’organizzazione Strategica, a cura di G.Soda, Egea 2009

Altro materiale didattico complementare e di approfondimento distribuito attraverso la piattaforma elettronica Learning Space.

Per i non frequentanti

• G.Jones Organizzazione: teoria, progettazione, cambiamento, Edizione italiana a cura diG.Soda, Egea 2007 (tutti i capitoli compresi i casi).
• L’organizzazione Strategica, a cura di G.Soda,Egea 2009.

 The specific objectives of this course are:

• To be able to differentiate among the human resource activities occurring at:
  • the strategic/organizational level of the firm;
  • the administrative or personnel department level;
  • the workplace/operational level.
• To increase your knowledge of:
  • external influences on HRM: national and cultural differences, laws and the economy;
  • organizational influences on HRM:business strategies and organizational culture;
  • evaluating and setting HRM objectives in an international context;
  • hiring and firing employees using recruitment, selection and separation activities;
  • developing employees through performance assessment, training and development;
  • compensating employees through equitable pay and benefits;
• To improve your skills in:
  • analysis and diagnosis of HRM challenges;
  • critical thinking and analysis;
  • written and oral communication;
  • working with others.

• Strategic Human Resource Management
• Environmental and International influences on HRM
• Staffing 1: Recruitment
• Staffing 2: Selection
• Performance Management
• Compensation systems 1: Pay structure decisions
• Compensation systems 2: Incentive pay decisions
• High performance work systems
• Training and development
• Human resource systems measurement (HR Metrics)

Attending students

• Group assignment, written report30%
• Group presentation10%
• Decision making exercise5%
• Final exam (written)55%

Non attending students

• Exam (written)

Readings

1. Chapter 1-5 in Baron & Kreps Strategic Human Resources: Frameworks for general managers, John Wiley & Sons, pp.16-37.
2. Noe et al. (2006). Human Resource Management: Gaining a competitive advantage, McGraw-Hill
3. Pfeffer, J. (1995). Producing sustainable competitive advantage through the effective management of people. Academy of Management Executive, 9 (1), 55-72
4. Rucci, A.J., Kirn, S.P., & Quinn, R.T. (1998). The employee-customer-profit chain at Sears. HBR OnPoint Article (PN 3537).
5. Galbraith, J. (1972). Organization design: An information processing view. Interfaces 4 (3)
6. Galbraith, J. (1982) Designing the innovative organization. Organizational Dynamics
7. P. Allaire The CEO as Organizational Architect: An Interview with Xerox's Paul Allaire, Harvard Business Review Article 92501, 1992
8. Gulati, R. (2007) Silo Busting. Harvard Business Review.
9. Rousseau (1995) The psychological contract: violations and modifications. Reprinted in The Organizational Behavior Reader, edited by Osland, Turner, Kolb & Rubin. Prentice Hall, pp. 40-48.
10. Rousseau (2004). Psychological contracts in the workplace: Understanding the ties that motivate. Academy of Management Executive 18 (1), 120-127.
11. Abrams et al. (2003). Nurturing interpersonal trust in knowledge-sharing networks. Academy of Management Executive, 17 (4), 64-77.

12.DeNisi, A. & Kluger, A.N. (2000). Feedback effectiveness: Can 360-degree appraisals be improved? Academy of Management Executive, 14 (1), 129-139.

13. Rosen, C. & Quarrey, M. (1987). How well is employee ownership working? Harvard Business Review, Sept-Oct., 4-7.

14.Robert L. Heneman, Erin E. Coyne. Implementing Total Rewards Strategies. SHRM Foundation

15.Martocchio Strategic Compensation Management, Prentice Hall.

16.Elaine D. Pulakos. Performance Management A roadmap for developing, implementing and evaluating performance management systems. SHRM Foundation.

17.Mohrman (2003). Designing work for knowledge-based competition. Chapter 4, in Managing knowledge for sustained competitive advantage: Designing strategies for effective human resource management, Jackson, Hitt, DeNisi (eds.) Joseey Bass, pp.94-123.

18. Cascio & Aguinis (2005) Applied psychology in human resource management, 6^th edition, Chapter 11, Recruitment, pp. 259-276. Prentice Hall.
19. Cascio & Aguinis (2005) Applied psychology in human resource management, 6^th edition, Chapter 12, Initial screening, pp. 277-307. Prentice Hall.
20. Behling (1998) Employee selection: will intelligence and conscientiousness do the job? Academy of Management Executive, 12 (1), pp. 77-86.
21. Excerpts from: Martocchio Strategic Compensation Management, Prentice Hall.
1. Chapter 7: Building internally consistent compensation systems, pp. 201-202, 230-239.
2. Chapter 8: Building market competitive compensation systems, pp. 267-269.
3. Chapter 9: Building pay structures that recognize individual contributions, pp.281-289; 310-315

Case studies (only attending students)

1.N. Nohria, J. Gladstone Appex Corp., HBS 491082, (1991)

2.M.D. Burton, J.L. Bradach, N. Atkins Score! Educational Centers (A), HBS 9-499-056, (1999).

3.PPG: Developing a self-directed workforce. HBS 9-693-020 (1992)

4.M.D. Burton, J.L. Bradach, N. Atkins Score! Educational Centers (B), HBS 9-499-056, (1999).

5.Hi-tech staffing challenge

6.Portman Hotel, HBS 489104

7.Visionary Design Systems: Are Incentives Enough? HBS 9-495-011