SFS40116 Organisation and leadership 1 (Autumn 2018–Spring 2019)

• placing the topic of leadership within an organisational theory and organisational analytical framework Leadership is practised in situations and organisations where changes in and pressure from the surroundings constantly steer the leadership practice. Such changes and pressure, including increased cost efficiency requirements, also place pressure on the organisation's internal structures and processes. Restructuring and transition requirements increase the need for skills in cooperation and communication, and for leaders to be able to understand the causes, dynamics and solutions to conflicts.
• elucidating changes in organisational design and how these are contingent on historical factors. Emphasis is also placed on highlighting the relationship between an organisation's purpose, structure and processes.
• developing the ability to analyse power and authority relations in organisations, so that awareness is raised of what different sources of power exist and how the organisation can be swayed in a desired direction by utilising the interaction between different sources.
• the organisation's micro-processes, i.e. the close and everyday interaction between members of the organisation, in and between groups, across sections/agencies and organisations. The theoretical basis for this topic is different sociological and social psychological action theories.
• developing practical skills on the basis of theoretical insight and previous experience. Conflict, negotiation and teambuilding are examples of areas where practical skills development takes place in light of broadened perspectives on causes, functions, intentions and how humans socially construct our reality.

• providing a general overview of different theoretical traditions in the study of organisations, leadership and decision-making
• understanding the historical framework for the forms of organisation and labour market relations in the Nordic countries
• understanding the difference between modernist and social constructivist approaches to organisations
• describing the differences between forms of explanation in social science that build on qualities, relations and structure
• describing the content of key concepts such as efficiency, rationalism, flexibility, change and legitimacy, and understanding what these phenomena mean for the organisation's internal and external relations
• analysing and understanding difficult cooperation, particularly across organisations
• analysing the dynamics, processes and mechanisms that arise when attempting to change and merge organisations
• using different analytical perspectives on change and cooperation in organisations
• describing what delegation is and what role it can play in the development of organisations
• understanding the mechanisms at play in a group dynamics process and knowing how to control them as a leader
• describing different organisational models and the historical conditions behind their growth
• describing the phenomena power, authority and influence and how these can be situated in working life

• Attendance requirement of 75 % of teaching days
• Assignment seminar:
  - submission of draft papers for the in-depth assignments, with oral presentation of these in seminar groups
  - act as opponent for the draft papers of fellow students

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

If a fail grade is awarded, the student has one opportunity to rework the content of the portfolio. In the event of a resit exam, a new portfolio must be submitted. Please note that the student is not entitled to further supervision in such cases.

If the grade awarded is appealed, the whole portfolio will be reassessed.