SFS40316 Organisation and leadership 2 (Autumn 2019–Spring 2020)

The course is connected to the following study programs

Mandatory course in the Master's Programme in Organization and Leadership.

Lecture Semester

Third and fourth semester (autumn and spring). Part-time with eight three-day sessions in total during the autumn and spring semesters.

The student's learning outcomes after completing the course

After completing the course, the student is capable of:

• analysing the relationship between an organisation and its surroundings

• discussing the representative democracy's normative basis

• discussing relevant organisational ethical issues

• describing and analysing unique features and differences between public and private enterprises

• describing different causes of the growth of popular organisation ideas

• describing basic concepts and theories in economics

• mapping and analysing the opportunities and limitations relating to political and economic circumstances for a leader's organisational management. Analysing the causes and consequences of organisational disobedience

• integrating financial management and quality leadership as part of the leader and organisation's planning tools

Content

The course is rooted in ethics and values management in the public and private sectors and at the intersection between the sectors. Major focus is placed on the organisation of democracy, organisations' frameworks and leaders' sphere of action. Political, economic and technological development trends and macro-trends will be presented and discussed in relation to organisational behaviour. The course focuses on unique features and similarities in the private and public sectors, and the interplay between sectors and levels. The course will also discuss to what degree organisational trends and myths affect organisational life and how to keep a critical and constructive attitude towards this as a leader.

Financial management and quality leadership will be elucidated from a macro and micro perspective. We are interested in how financial management and quality leadership can be practised in a democratic tradition at the same time as other external influences, internationalisation and globalisation challenge the possibilities for political governance. Such situations can give rise to modern organisation ideas that can in some cases (in retrospect) be characterised by myths and trends. This also affects the understanding and practical implementation of financial management and quality leadership. Financial management can be seen as performance-oriented planning of activities, with an emphasis on managing an enterprise's core processes. Financial management relies on factors including good indicators of goal attainment.

The connection between an organisation's purpose, structures, systems, production processes and performance, as well as various managing and control functions in the organisation is a key topic. Another key topic will be presenting the requirements that apply to knowledge bases. What challenges and traps can one encounter? What is measurable and what must be considered? When discussing these questions, we will touch on a number of questions in the philosophy of science field that lead us into key social science discussions concerning different sides of the concept of rationality.

Towards the end of the academic year, the students will choose in-depth topics in the area of either economics or educational leadership. This specialisation is linked to the transition to the third year of study and further work on the master's thesis.

Forms of teaching and learning

Teaching activities vary between lectures, assignments for group work, plenary discussions and supervision. The course places great emphasis on improving the students' verbal skills, and oral presentations are therefore an important part of the teaching. Linking the students' work and studies is of major importance. It is assumed that insight from the course can provide fruitful approaches to the students' working life and that experience from the workplace can enrich teaching activities. Much is therefore expected of the students' own activities and dialogue. Permanent study groups will be established that will work between sessions on the syllabus, group assignments and in-depth assignments.

Literature review will be a recurrent theme. Students will select a specific theoretical theme and the exam will consist of the students providing an overview of relevant literature on this theme. The purpose of the literature review is that the students familiarise themselves with a theoretical topic that is current and relevant to the master's thesis they will work on in the third and fourth years.

Workload

The expected number of working hours for the whole course is 840 hours, of which teaching sessions comprise 168 hours.

Coursework requirements - conditions for taking the exam

• Attendance requirement of 75 % of teaching days.

• Submission of a draft literature review paper for the two group seminars in December and April.

• Participation at group seminars organised in connection with submissions.

Required coursework must be approved before the student can take the exam.

Examination

Individual in-depth assignment

During the course of the academic year, students will work on a literature review that will be submitted towards the end of the year as an in-depth assignment of 15-25 pages. 

The in-depth assignment will be graded using the grade scale A-F.

Examiners

One external and one internal examiner or two internal examiners are used.

Conditions for resit/rescheduled exams

If a fail grade is awarded, the student has one opportunity to rework the in-depth assignment. Please note that the student is not entitled to further supervision in such cases.

In the event of a resit (improving a grade), the student must submit a new in-depth assignment on a new topic. The student is not entitled to further supervision.

Course evaluation

Student evaluations are conducted in accordance with the procedures for quality assurance work at HiØ.

Literature

The sylabus list was last updated 09.12.2019.

Ackroyd, Stephen og Paul Thompson (1999). Organizational Misbehaviour. London: SAGE Publications. 165 sider.

Følgende to artikler også pensum og vil bli lagt ut i Canvas med forfatterens samtykke:

Ackroyd, Stephen (2012): 'Even more misbehavior: What has happened in the last twenty years', i Rethinking misbehavior and resistance in organizations, Advances in industrial and labor relations, Volume 19, 1-27. Emerald Group Publishing Ltd.

Ackroyd, Stephen og Paul Thompson (2015). «Unruly Subjects: Mibehaviour in the Workplace». Foreløpig upublisert manuskript.

+ et kompendium med artikler som kan kjøpes i bokhandelen på høgskolen fra ca. 20. august. Kompendiet er på 117 sider og består av følgende fem artikler:

Buchanan, David A. og Richard J. Badham (2008). 'The Good, the Bad, and the Ugly', kapittel 7 i Power, Politics, and Organizational Change. London: Sage Publications. 33 sider.

Edwards, Marissa S. og Jerald Greenberg (2010). 'What Is Insidious Workplace Behavior?', kapittel 1 i Gerald Greenberg (red.) Insidious Workplace Behavior. New York: Routledge. 25 sider.

Roy, D. F. (1960/1973). 'Banana time: job satisfaction and informal interaction' i Salomonsen & Thompson (red.) People and Organizations. London: Longman. 16 sider.

Scott, W. Richard (2003). 'Kapittel 12: Organizational Pathologies' i Organizations: Rational, Natural and Open Systems. 5. utgave. New Jersey: Prentice Hall.

Aas, Berit (1979). 'De 5 hersketeknikker' i Årbok for kvinderet 4:55-88. 34 sider.

Aasland et. al. (2011). Kvalitet og kvalitetsopplevelse. Oslo: Fagbokforlaget 101 sider.

Aune, Asbjørn (2000). Kvalitetsdrevet ledelse og kvalitetsstyrte bedrifter. Oslo: Gyldendal akademisk. Del 1, 2 og 3 161 sider

+ et kompendium med artikler som kan kjøpes i bokhandelen på høgskolen. Kompendiet består av tre artikler:

Brunsson, Nils (1998). «Standardisering som sosial form», i Standardisering. Stockholm: Nerenius & Santérus Förlag.

Brunsson, Nils og Bengt Jacobsson (1998). «Den viktiga standardiseringen», i Standardisering. Stockholm: Nerenius & Santérus Förlag.

Power, Michael (2000). 'The Audit Explotion'. I The Audit Society. Rituals of Verification. (side 1-14) Oxford: Oxford University Press. 'The Audit Explotion'. 14 sider

Arman, Rebecka et al. 2009. What health care managers do: applying Mintzberg’s structured observation method, Journal of Nursing Management, 17(6):718-729. 11 sider

Aadland & Askeland 2017: Verdibevisst ledelse. Oslo: Cappelen Damm Akademisk (kap 2, 3, 4, 6, 8, 9 og 10) 150 sider

Askeland, Harald et al. 2014. Jakten på ledelse i praksis, Nordiske Organisasjonsstudier, Under vurdering i redaksjonen. 25 sider

Mintzberg, Henry 1994. Rounding out the Manager's Iob, Sloam Management Review, 53(4). 16 sider

Selznick, Philip 1997 [1957]. Lederskap. (Kap 1 & 5, 40 s). Oslo: Tano Aschehoug. 40 sider

Olsen, Johan P. (2014). Folkestyrets varige spenninger: Oslo: Universitetsforlaget. 240 sider.

Alvesson, M. & Kärreman, D. (2004). Interfaces of control. Technocratic and socio-ideological control in a global management consultancy firm. Accounting, Organizations and Society, 29(3): 423–444.

Hood, C (1991). A public management for all seasons? Public Administration, 69: 3-19.

Malmi, T. & Brown, D.A. (2008). Management control systems as a package – Opportunities, challenges and research directions. Management Accounting Research, 19(4): 287–300.

Ouchi, W.G. (1979). A Conceptual Framework for the Design of Organizational Control Mechanisms Management Science, 25(9): 833-848.

Stansbury, J. & Barry, B. (2007). Ethics Programs and the Paradox of Control. Business Ethics Quarterly, 17(2): 239-261

Bartlett, J. L., Pallas, J. & Frostenson, M. (2013). Reputation and legitimacy: accreditation and rankings to assess organizations. I: Craig E. Carroll, The handbook of communication and corporate reputation (ss. 530-544). Chicester, West Sussex, UK: Wiley-Blackwell.

Borglund, T. , De Geer, H. , Sweet, S. , Frostenson, M. , Lerpold, L. , Nordbrand, S. , Sjöström, E. & Windell, K. (2017). CSR and Sustainable Business (1ed.). Stockholm: Sanoma Utbildning.
(Finnes også på svensk: Borglund, T. , De Geer, H. , Sweet, S. , Frostenson, M. , Lerpold, L. , Nordbrand, S. , Sjöström, E. & Windell, K. (2017). CSR och hållbart företagande (2ed.). Stockholm: Sanoma Utbildning.)

Carson, S., Hagen, Ø. & Sethi, S. (2015). From Implicit to Explicit CSR in a Scandinavian Context: The Cases of HÅG and Hydro. Journal of Business Ethics, 127(1), 17-31.

Gjølberg, M. (2010). Varieties of corporate social responsibility (CSR): CSR meets the “Nordic Model”. Regulation & Governance, 4(2), 203–229.

Matten, D. & Moon, J. (2008). "Implicit" and "explicit" CSR: a conceptual framework for a comparative understanding of corporate social responsibility. Academy of Management Review, 33(2), 404-424. Se
https://www.dirkmatten.com/Papers/Matten/Matten&Moon%20in%20AMR%202008.pdf

OECDs veileder for aktsomhetsvurderinger. Norsk versjon:
https://www.responsiblebusiness.no/files/2019/01/20190103_OECD_Aktsomhetsbrosjyre_endelig.pdf

Porter M. E., & Kramer M. R. (2011). Creating SV: How to Reinvent Capitalism – And Unleash a Wave of Innovation and Growth. Harvard Business Review, 89(1-2), 62–77.

Seele, P. & Lock, I. (2015). Instrumental and/or Deliberative? A Typology of CSR Communication Tools. Journal of Business Ethics, 131(2), 401-414.

Jones, Andrew (2010). Globalization - Key Thinkers. London: Polity Press. 245 sider

Hart, C. (1998): Doing a Literature Review. Sage.

Flick, U. (2015): "Kapittel 5: Reading and reviewing the Literature" i Introducing Research Methodology. Sage.

I tillegg skal studentene velge ut og lese en av de seks eksemplene på organisasjonsfaglige litteraturgjennomganger som blir lagt ut i Canvas. Studentene velger selv den artikkelen som skal være en del av pensum, og vi vil anbefale at man fortrinnsvis velger den artikkelen som man tror ligger nærmest det feltet man selv skal skrive litteraturgjennomgang om.

Kursorisk pensum - innføringsbøker: Booth, A., D. Papaiouannou og A. Sutton (2016): Systematic Approaches to a Successfull Literature Review. 2. utg. Sage.

Fink, A. (2014): Conducting Research Literature Reviews. Sage.

Jesson, J.K., L. Matheson og F.M. Lacey (2011): Doing Your Literature Review. Sage.

Ridley, D. (2012): The Literature Review. 2.utg. Sage.

Kursorisk pensum - antologier og annen relevant litteratur: Gough, D.S. Oliver, J. Thomas (red.) (2012): An introduction to Systematic Reviews. Sage.

Johannsen, C.G. og N.O. Pors (red.) (2013): Evidens og systematiske reviews. En introduktion.

Nyberg, R. og A. Tidström (red.) (2012): Skriv vetenskapliga uppsatser, examensarbeten och avhandlingar.

Rumsey, S. (2004): How to Find Information - a guide for researchers. Open University Press.

FUSJONER: Steigenberger, N. (2016). "The Challenge of Integration: A Review of the M&A Integration Literature".

TRIVSEL PÅ ARBEIDSPLASSEN: Judge, T.A., S. Parker, A.E. Colbert, D. Heller og R. Ilies (2001) "Job Satisfaction: A CrossCultural Review".

NY-INSTITUSJONELL TEORI: DiMaggio P.J. og W.W. Powell (1991). "The New Institutionalism in Organizational Analysis: Introduction".

MOTIVASJON, MÅLFORMULERINGER OG YTELSE: Locke, E.A, L.M Saari, N.S. Shaw, G.P. Latham (1981). "Goal Setting and Task Performance 1969-1980".

ARBEIDSSØKERES VURDERING AV ARBEIDSGIVERES PROSEDYRER FOR UTVELGELSE AV SØKERE: Ryan, A.M. og R.E Ployhardt (2000). "Applicants' perception of Selection Procedures and Decisions: A Critical Review and Agenda for the Future".

ORGANISASJONSTEORIENS BRUK AV ULIKE RETORISKE FIGURER: Czarniawska, B. (2005). "The Styles and the Stylists of Organization Theory".

Engelstad, F., & Hagelund, A. (2015). 1 Introduction: Institutional Change in Neo-Corporatist Society. In Cooperation and Conflict the Nordic Way (pp. 1-16). Sciendo Migration.

Falkum, Eivind (2008), Arbeidslivsforskningens perspektiver. I Makt og opposisjon i norsk arbeidsliv<https://www.duo.uio.no/bitstream/handle/10852/14933/2/Avhandling_Falkum.pdf >. Fafo-rapport 2008:32, side 112- 129. (17 s.)

Gulbrandsen, T. (2017) Fortsatt elite-støtte til den norske modellen? <https://samfunnsforskning.brage.unit.no/samfunnsforskning-xmlui/bitstream/handle/11250/2492827/ Gulbrandsen%20Stat%20og%20styring.pdf?sequence=4 > Stat & Styring 2017, 27 (4), 38-41

Hagelund, A. (2014), Nye styringsformer i velferdsstaten<https://www.idunn.no/stat/2014/04/nye_styringsformer_i_velferdsstaten >. Stat & Styring 4/2014 (Volum 24)

Hagen, I.M. (2019), Kompetanse og omstilling<https://fafo.no/images/pub/2019/10309.pdf >, Fafo-notat 2019:19, kap 2-4 (40 sider)

Hvid, H., & Falkum, E. (Eds.). (2018). Work and Wellbeing in the Nordic Countries: Critical Perspectives on the World's Best Working Lives. Routledge. Kap 1 og 4 (40 sider)

Mahoney, J., & Thelen, K. (Eds.). (2009). Explaining institutional change: ambiguity, agency, and power. Cambridge University Press. Kap 1 (38s ).

Martin, C. J. (2015). 2 Negotiation and the Micro-Foundations of Institutional Change. In Cooperation and Conflict the Nordic Way. Sciendo Migration. (pp. 17-34).

Scott, W. R. (2013). Institutions and organizations: Ideas, interests, and identities. Sage Publications. Kap 2-4 (70s)

Studenter velger ut to artikler (2 * ca. 20 s) fra lista nedenfor (alle i boken: In Cooperation and Conflict the Nordic Way. Sciendo Migration).

Falkum: Institutionalization and Dynamic Change of Institutions – the Basic Agreement and Tripartite Structures in Norway, kap 4 (partssamarbeidet)

Svalund: Cooperation and Power in Labour Adjustment Choices: A Nordic Perspective, kap 9 (arbeidskraftsstrategier)

Nicolaisen og Trygstad: Preventing Dualization the Hard Way –Regulating the Norwegian Labour Market, kap 10 (partssamarbeid og arbeidsinnvandring, privat service)

Nyen og Tønder: Cooperation and Reform in Vocational Education and Training, kap 11 (fagopplæring)

Hagelund og West Pedersen, To Reform or Not to Reform? Explaining the Coexistence of Successful Pension Reform and Sick Pay Inertia in Norway, kap 12 (velferdsgoder)

Vabø: Changing Welfare Institutions as Sites of Contestation, kap 13 (helse- og sosialsektoren) mling