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Organizational models and human resource management


A.A. 2018/19

Course Language


Course degree

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
Master of science-level of the Bologna process in Electrical Engineering - Torino
Master of science-level of the Bologna process in Energy And Nuclear Engineering - Torino
Master of science-level of the Bologna process in Environmental And Land Engineering - Torino
Master of science-level of the Bologna process in Mathematical Engineering - Torino
Master of science-level of the Bologna process in Computer Engineering - Torino

Course structure
Teaching Hours
Teacher Status SSD h.Les h.Ex h.Lab h.Tut Years teaching
Docente Da Nominare       0 0 0 0 1
Teaching assistant

SSD CFU Activities Area context
ING-IND/35 8 B - Caratterizzanti Ingegneria gestionale
• 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
• 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
• 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
Written questionnaire (multiple choice / open questions) optionally followed by discussion

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