The course aims to provide the student with the knowledge and skills necessary to deal with problems related to the design of organizations and coordination of work in a company.
In particular:
1. Knowledge and ability to understand the theories and principles that guide organizational design.
2. Application of these theories and principles to management practice in order to design effective organizations, design tasks that produce motivation, govern the engagement processes of the workforce, balance diversity in the workplace, zero gender gap.
3. Develop autonomy of judgement with respect to personnel practices through interaction with the teacher, with company witnesses and with the study of company cases in teams with other course colleagues.
4. Interpersonal communication skills, thanks to the experience of working in a team; and relationship with managers who will act as testimonials during the course.
5. Ability to learn not only from books but also and above all from others, both company witnesses and course mates.

The course is fundamental for anyone interested in a managerial career, so it is a piece of the mosaic made up of Economics and Business Management, Business Strategies, Marketing, International Marketing "

PROGRAMME 1. Organisations and organisational planning 2. Strategy, design and effectiveness 3. Basic elements of the structure 4. The external environment 5. Inter-organizational relations 6 Organisational design for the environment 7 Technologies for manufacturing and the services 8 Control, social business and big data technologies 10. Organisational culture and ethical values 11 Innovation and change

Richard L. Daft, Organization Theory and Design, 13 edition by Richard L. Daft 2021

"COMPLETE PROGRAM IN DETAIL 1. Organizations and organizational planning Organizational theory in action: current issues and challenges What is an organization? The dimensions of organizational planning The evolution of organizational design Comparison of organic models and mechanical models Contemporary ideas of organizational design: radical decentralization 4. The external environment The organization's environment The changing environment An evaluation model Adapt to complexity and dynamism A model to adapt to complexity and dynamism Dependence on financial resources Influencing financial resources 5. Inter-organizational relations Organizational ecosystems Dependence on resources Collaborative networks Population ecology institutionalism 7 Technologies for manufacturing and services production Manufacturing "core" technology Applications "Core" technology for organized services V0 Auxiliary technology at unit level Design of organizational units Interdependence of workflow between units 8 Technologies for control, social business and big data The evolution of information technology Philosophy and focus of control systems Level of the operating units: control of the behavior and control of the results Facilitate staff coordination and efficiency Analysis of social networks The addition of strategic value Structural design for social business The big data Big data and organizational structure The impact of information technology on organizational design 2. Strategy, planning and effectiveness The role of strategic direction in organizational planning The organizational purpose Two references for strategy and structure selection The detection of organizational effectiveness Four approaches to measuring effectiveness Objective approach Resource-based approach Internal processes approach Approach of strategic constituents 3. Fundamental elements of the structure Organizational structure Approach to the structure based on information sharing Organizational design alternatives Functional, divisional, matrix, horizontal, mesh and hybrid structures 6 Organizational planning for the international environment Entering the global arena. Design the structure to adapt to the global strategy Additional global coordination mechanisms Transnational model dimensions Organizational dimensions: big is better? Organizational life cycle Organizational dimensions, bureaucracy and control Organizational decline and "downsizing" 10. Organizational culture and ethical values Culture and organizational planning Constructive culture, learning and performance Ethical values and social responsibility How managers form culture and ethics Corporate culture and ethics in a global environment 11 Innovation and change The strategic role of change Elements for a successful change Technological and structural changes Cultural change Strategies for implementing change 12 Decision making processes Types of decisions Individual decision Organizational decision-making processes Organizational decisions and change Contingent model for decision-making 13 Conflict, power and politics The intergroup conflict in the Power and organizations Political processes in organizations The use of soft power and politics

Lectures, Cases, testimonials, OA Tutor (GPT), OA Play Ground (NotebookLM for interacting with course materials).
See below for more details.

OA Tutor
The OA Tutor is an artificial intelligence-based digital assistant developed by the University of Trieste in collaboration with the MIB Trieste School of Management. It uses OpenAI's GPT technology to offer continuous and personalised support to students of the "Organizzazione Aziendale" course.
This chatbot is designed to enhance learning and facilitate communication with lecturers by providing support, learning and self-testing tools. The OA Tutor does not replace the role of the lecturer, but enhances it by stimulating active interaction and in-depth study of the topics covered in the course.

OA Play Ground
The OA PlayGround leverages the capabilities of NotebookLM, an artificial intelligence-based platform developed by Google, to process and interact with course materials. It is not just a note-taking tool, but an ecosystem that enables direct querying of curricular content through a conversational interface. NotebookLM's AI is trained specifically on the documents provided, ensuring contextually relevant and accurate responses.

Pedagogical Benefits
Adopting OA PlayGround introduces multiple benefits for learning effectiveness:
- Content-Centric Interaction: Students can formulate specific questions, request elucidation on complex concepts, or explore correlations between topics. Interaction occurs directly with the body of course text.
- Personalized Learning: The platform supports an adaptive study path, allowing focus on areas of greatest individual interest or difficulty, with the ability to request exemplifications or simplifications of terminology based on the materials.
- Search Optimization: Facilitates the rapid location of specific information within the totality of course documents, eliminating the need for extensive manual reference.
- Automated Summary and Summarization: Summaries of sections or extended documents can be generated, promoting efficient assimilation of key points.
- Critical Thinking Stimulus: Active questioning of materials encourages the identification of new conceptual connections, stimulating deep understanding and the development of analytical thinking.
- Preparation Support: Provides an aid to exam preparation and discussions, enabling interactive content review and self-assessment of understanding.
- Centralization and Organization: Consolidates all learning materials into a single, easily accessible environment, improving study management and organization.
The implementation of the OA PlayGround aims to transform educational use from passive to dynamic and personalized, maximizing the value of course materials and deepening understanding of the Organization Design.

MANDATORY! MAILING LIST In order to take the exam, non-attending students must register for the course mailing list as specified in the instructions at the beginning of the course

Teaching materials will be provided by the lecturer and downloadable from the MS Team files section of the course

Interaction in the classroom, work on business cases and final exam.

Final written exam (3 CLOSED BOOK questions)


The student evaluation includes a final written test and group work during the course (only for attending students). In the written test three open questions are proposed structured on 3-5 points each. Each question is worth 10 points. The student must demonstrate that he is able to design an organizational system by aligning it with the strategic objectives of the organization, taking into account the characteristics of individuals, the availability of skills and the strength of relationships within the organization. The score of the exam is attributed by means of a mark expressed out of thirty based on the sum of the scores of the three questions. To pass the exam (18/30) the student must demonstrate that he has acquired sufficient knowledge of the topics by correctly answering the three questions. To achieve the maximum score (30/30 cum laude), the student must instead demonstrate that he has acquired an excellent knowledge of all the topics covered during the course; answer all questions correctly.

The course specifically illustrates the positive correlation between economic growth of 'business and economic systems when the way human resources are managed is shaped by gender equality and the quality of the work environment, which must not only be decent but also fulfilling by allowing people to fulfill themselves