The pandemic and the war in Europe are two recent and important examples of the factors that increase uncertainty and turbulence affecting individuals and organizations. To design an appropriate change, it is necessary to evaluate the adequacy of the relations between the components of organizations and the contexts where they are engaged. There are strong drivers toward transformation and enduring change which show a marked gap between the available information what would be needed for an effective decision-making process. Not surprisingly, facing the emerging situations entails to master ‘crisi management’ techniquest
Based on the development of digitization, the evolution of technologies allows organizations to access a countless number of data, sources, processes, and uses with different degrees of reliability, costs, security, and legitimacy. This evolution supports and steers the transformation of practices and relations with suppliers, customers, users, employees; in short, with the environment.
The course aims to answer the following two questions:
i. beyond present contingencies, what theories, methodologies and practices can enable an organization to become a learning organization? Dealing with these issues
enables the students both to acquire the ability of making judgments and to apply their knowledge and understanding;
ii. how should the five key interrelated dimensions of organizations (environment, structure, technology, culture, and power) be (re-)considerd in order to manage present transformations, in particular the digital ones? Answering this second question will enable students to improve their communication and learning skills, besides improving their relevant knowledge.