Politecnico di Torino
Politecnico di Torino
Politecnico di Torino
Academic Year 2017/18
Organizational models and human resource management
Master of science-level of the Bologna process in Engineering And Management - Torino
Master of science-level of the Bologna process in Civil Engineering - Torino
Master of science-level of the Bologna process in Building Engineering - Torino
Teacher Status SSD Les Ex Lab Tut Years teaching
SSD CFU Activities Area context
ING-IND/35 8 F - Altre (art. 10, comma 1, lettera f) Altre conoscenze utili per l'inserimento nel mondo del lavoro
Subject fundamentals
To analyse the relations between strategy and organizational structures and illustrate the fundamental organizational models and their evolution
To define and clarify the most relevant organizational processes such as cultural and ethical aspects, change issues, decision making processes and natural outcomes of organising like conflict, power and politics
To provide an overview of the Human Resource Management system, pointing up its fundamentals in an evolutionary perspective: past/present situations and future directions; new roles, requirements and knowledge for the HR managers and professional; peculiar responsibilities for Line managers in the day-by-day people involvement and management
To offer an in-depth analysis of the HRM main processes/functions, focusing their peculiar features, principles and tools, key issues, main challenges and real-life business cases
Expected learning outcomes
To acquire the ability in knowing and distinguishing the main concepts and terms of the language of Theory and Design of Organization and Human Resource Management
To develop the knowledge of the most relevant activities performed by the Human Resources Management to provide for and coordinate the people of an organization
To enhance the awareness of the strategic role played by Human Resources and Human Capital - today and in the future - in the fulfilment of the organization strategies and the business success
Concepts and meaning of Organization: formal and informal organization; evolution of organization theory and design; inter-organizational relationships in an international environment
Organizational purpose and structural design: factors affecting organization design; fundamentals of organization structure; organization design alternative models
Organizational processes: organizational culture and ethical values; innovation and change; decision making processes; conflict, power and politics; managing new forms of organization
Fundamentals of Human Resource Management in the Knowledge Economy: basic definitions; tactical and strategic Human Resources; historical context and main stages of evolution; relationship among HR Management, Organizational Development and Organization Strategy, present and future challenges in the "Talent war" and "knowledge management" era
Functional technical work of Strategic HR: comparison of conceptual frameworks depicting the principal HR processes/levers, their scopes and internal/external interactions:
oWorkforce Planning and Staffing, basic activities, principles, tools, real examples
oPerformance Management and Rewards, main contents, frameworks, principles, key problems, examples
oLearning and Development", basic definitions, fundamentals of training and adult learning
oEmployee Relations, main features, questions and principles, concrete examples
oOrganization Development: strategic contents, frameworks, key issues, examples of implementation
oLeadership Development, its pivotal role in fuelling strategic HR management and enhancing the business success, analysis of a business case
oA future for HR Management, critical issues, new requirements and competencies that make a difference, perspectives of evolving roles for HR leaders and professionals
Texts, readings, handouts and other learning resources
R. L. DAFT "Understanding the theory and design of Organizations", South-Western, 2010
R.CHRISTENSEN "Roadmap to strategic HR", Amacom, 2006
S.FLINDERS T.GAMBLE "Key terms in People Management", York Associates, 2005
Assessment and grading criteria
Written questionnaire (multiple choice / open questions) optionally followed by discussion

Programma definitivo per l'A.A.2011/12

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