SFS40316 Organisation and leadership 2 (Autumn 2021–Spring 2022)

The course is connected to the following study programs

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

Recommended requirements

The course Organization and Leadership 1 (30 ECTS credits) must be passed.

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

The student can:

• analyse the causes and consequences of organisational disobedience

• discuss the possibilities and limitations of using financial management as part of organisations' planning tools

• discuss why values ​​are important in leadership and what values ​​have to say for managers' practice

• give an overview of the organisation of the Norwegian political-administrative system, and analyze the normative basis of representative democracy

• explain what is meant by corporate social responsibility

• discuss relevant organizational ethical issues

• analyze how technological change and digitalisation affect communication and behavior in organisations

• analyse the relationship between organisations and their environment and discuss various reasons why organisations change

• identify and analyze the opportunities and constraints that globalisation creates for leaders' management of organisations

• write a literature review that is relevant to a larger independent work

Content

The course consists of lectures that focus on the organisation of democracy, the framework conditions of organisations and the maneuverability of leaders. The study is based on ethics and value management in the public and private sectors, and pays particular attention to the characteristics and similarities in and between the private and public sectors, and the interaction between sectors. We also discuss how financial management and management can be exercised in a democracy where technological development, internationalisation and globalisation challenge traditional political governance practices. The link between organisations' purposes, structures, systems, production processes and results, as well as various management and control functions in the organisation is a central theme. Equally central will be the presentation of the requirements for the knowledge base. What challenges and pitfalls do you face; what is measurable and what needs to be considered? In discussing these questions we come up with a number of questions of a scientific theoretical nature, which lead us to key social science discussions of various aspects of the concept of rationality.

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 an individuell 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 7500-12500 words (excluding cover, table of contents, and literature list).  

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 reading list was last updated 31.05.2021. The literature list can be supplemented with literature related to the spring semester by December 1st.

Christensen, P. and P. Lægreid (2010): "Civil Cervants’ Perceptions Regarding ICT Use in Norwegian Central Government". Journal of Information Technolandy & Politics 7:3-21. Routledge. 18 pages.

Gellerstedt, S. (2012). Oro för utarmade jobb och digital taylorism. Arbetsmarknad & Arbetsliv, 18(4), 39-51. https://journals.lub.lu.se/aoa/article/view/17821

Hagen, I. M. and Nordli Oppegaard, S. M. (2020). Partssamarbeid and digital omstilling. Fafo-report 2020:07. Chapter 1-4, 46 pages: https://www.fafo.no/images/pub/2020/20742.pdf

Head, S. (2014). Mindless: Why smarter machines are making dumber humans. Basic Books (AZ).

Jesnes, K. and Nordli Oppegaard, S. M. (2020). (red.) «Platform work in the Nordic models: Issues, cases and responses» Tema-Nord: 2020:513. Chapter 5 and 6, 18 pages. https://pub.norden.org/temanord2020-513/#

Scott, W. R. and G. F. Davies (2007/2016) «Chapter 6: Technolandy and Structure" in Organizations and Organizing. Rational, natural and Open System Perspectives. Routledge: London and New York. 26 pages.

Skinnarland, S. (2015). Tverrfaglig samarbeid i byggeprosessen. Erfaringer med prosjekteringsverksted hos Kruse Smith. Fafo-report 2015:24, 52 pages.

Ackroyd, Stephen and Paul Thompson (2020). Book under developments. Relevant chapters will be made available in Canvas with the authors consent.

 

The following two articles will be made available in Canvas with the authors consent: 

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

Ackroyd, Stephen and Paul Thompson (2015). «Unruly Subjects: Misbehaviour in the Workplace». Currently unpublished manuscript.

 

+ a compendium of articles that can be purchased in the bookstore at the university college from the 20th of August. The compendium contains 117 pages of the following five articles:

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

Edwards, Marissa S. and Jerald Greenberg (2010). 'What Is Insidious Workplace Behaviour?', Chapter 1 in Gerald Greenberg (red.) Insidious Workplace Behaviour. New York: Routledge. 25 pages.

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

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

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

 

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 pages

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

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

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

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

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

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. In: Craig E. Carroll, The handbook of communication and corporate reputation (page. 530-544). Chicester, West Sussex, UK: Wiley-Blackwell.

Deephouse D & Carter S (2005). An examination of the differences between organizational legitimacy and organizational reputation. Journal of Management Studies, 42(2): 329-360. (Read the qualitative parts of this article, ss. 329-336 and 349-353.)

Frostenson, M. (2019). Business Legitimacy and the Variety of Normative Contexts. I: Jacob Dahl Rendtorff, Handbook of Business Legitimacy. Cham: Springer.

Jonsson, S., Greve, H.R. & Fujiwara-Greve, T. (2009). Undeserved Loss: The Spread of Legitimacy Loss to Innocent Organizations in Response to Reported Corporate Deviance. Administrative Science Quarterly, 54(2):195-228. (Read the qualitative parts of this article, ss. 195-205 and 221-225).

Wedlin, L. (2011). Going Global: Rankings as rhetorical devices to construct an international field of management education. Management Learning, 42(2): 199-218

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. (Also available in Swedish: 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. Look at: 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 pages

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

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

 

In addition, students will select and read one of the six examples of organizational literature reviews published in Canvas. The students themselves choose the article that should be part of the syllabus, and we recommend that you preferably choose the article that you think is closest to the field that you should write your literature review.

 

Recommended literature - introduction books: Booth, A., D. Papaiouannou and A. Sutton (2016): Systematic Approaches to a Successful Literature Review. 2nd edition. Sage.

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

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

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

Recommended literature - and other relevant literature: 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 and R. Ilies (2001) "Job Satisfaction: A Cross Cultural Review".

NY-INSTITUSJONELL TEORI: DiMaggio P.J. and 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. and 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 and opposisjon i norsk arbeidsliv https://www.duo.uio.no/bitstream/handle/10852/14933/2/Avhandling_Falkum.pdf. Fafo-rapport 2008:32, page 112- 129. (17 pages.)

Gulbrandsen, T. (2017) Fortsatt elite-støtte til den norske modellen? Stat & Styring 2017, 27 (4), 38-41

Hagelund, A. (2014), Nye styringsformer i velferdsstaten. Stat & Styring 4/2014 (Volume 24)

Hagen, I.M. (2019), Kompetanse og omstilling, Fafo-notat 2019:19, chapter 2-4 (40 pages)

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

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

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. Chapter 2-4 (70 pages)

 

Students will choose to articles (2 * approx.20 pages) from the list below (all to be found in the book: In Cooperation and Conflict the Nordic Way. Sciendo Migration).

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

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

Nicolaisen and Trygstad: Preventing Dualization the Hard Way -Regulating the Norwegian Labour Market, chapter 10 (partssamarbeid and arbeidsinnvandring, privat service)

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

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

Vabø: Changing Welfare Institutions as Sites of Contestation, chapter 13 (helse- and sosialsektoren)