Ateneo - UPO

In the first Semester, the course explores the fundamental principles of organisational operation, focusing on the relationships among structure, processes, and people. It covers both classical and contemporary organisational models, coordination mechanisms, change management, and the design of roles and responsibilities.
Special attention is given to the challenges introduced by sustainability and digital transformation, the evolution of work patterns, and the skills required to function effectively in hybrid and virtual environments. Students will develop a critical understanding of organisational dynamics and managerial levers that foster innovation, inclusion, and responsible management within companies and public institutions.
In the second Semester, the course (Modulo ORGANISATIONAL BEHAVIOUR) analyses the fundamental principles of organisational behaviour, with particular attention to motivational theories, team dynamics and leadership. It covers classical and contemporary organisational behaviour theories, team dynamics and leadership in co-located, hybrid and virtual contexts.
The Module SOFT SKILLS will provide a general overview of the mechanisms of social communication, with a particular focus on the ethical dimensions of public institutional communication, as well as on misinformation and its impact on individual and collective deliberation. Furthermore, it will explore how communication shapes public perception, trust in institutions, and social responsibility.
Students will develop a critical understanding of managerial levers that are useful for promoting staff motivation and engagement.

Daft, R. L. (2020). Organization Theory & Design (13ª ed.). Cengage Learning.
R. Thaler, Behavioral Economics: Past, Present, and Future, in "American Economic Review", 106, 7, pp. 1577-1600
Noggle, Robert, "The Ethics of Manipulation", The Stanford Encyclopedia of Philosophy (Summer 2026 Edition), Edward N. Zalta & Uri Nodelman (eds.), URL =
The slides and scientific articles shared during the lectures will be considered integral material.

By the end of the course, students will be able to understand the main theories and fundamental concepts of organisational behaviour,
recognising the interactions between people. Furthermore:
Analyse organisational dynamics and power structures, linking theoretical models to real-world cases.
Apply organisational behaviour tools and models to interpret and address practical issues relating to team management, conflict management and negotiation skills.
Critically assess the impact of digital transformation and hybrid working on team dynamics and leadership.
Collaborate effectively on group projects, including the use of digital tools to communicate and coordinate activities in hybrid or virtual environments.
Demonstrate professional and ethical awareness in managing organisational complexity, with particular attention to the principles of sustainability and responsible management.
Be aware of the use and recognition of expressions and words in the public sphere.
Recognise mechanisms of public disinformation.
Use the knowledge acquired to understand the dynamics of public communication.
Understand the main theories and fundamental concepts of communicative pragmatics, recognising the different forms and degrees of intersubjectivity.
Analyse relational dynamics and organisational power structures, linking theoretical models to concrete cases drawn from behavioural economics.
Apply tools and models of communicative interaction to interpret and address practical issues relating to team management, conflict management and negotiation skills.
Critically assess the impact of digital transformation and hybrid communication on team dynamics and leadership.
Collaborate effectively on group projects, utilising digital tools to communicate and coordinate activities in hybrid or virtual environments.
Demonstrate professional and ethical awareness in the management of communication, with particular attention to the principles of individual vulnerability and responsible management.
Be aware of the use and recognition of expressions and words in the public sphere.
Recognise mechanisms of public disinformation.
Use the knowledge acquired to understand the dynamics of public communication.

None

The course – organised into three modules spread across the first and second semesters, totalling 12 CFU – adopts a blended learning approach that combines asynchronous online lessons (totalling 7 CFU) with synchronous remote sessions (1 CFU) and face-to-face sessions (totalling 4 CFU).
Asynchronous online activities are primarily devoted to the transfer of theoretical knowledge, providing students with key conceptual frameworks, models, and tools for understanding organizational processes and dynamics.
Synchronous and face-to-face sessions are instead focused on the application and critical discussion of these concepts through case studies, simulations, and group work.
Students will engage in practical exercises, collaborative projects, and class debates designed to develop analytical, communicative, and teamwork skills. For this purpose, digital platforms will be used to facilitate interaction, collaborative learning, and the integration between individual and collective learning paths.
The overall teaching strategy aims to combine flexibility and engagement, encouraging active participation and the application of theory to real organisational challenges, particularly in sustainability, innovation, and work environments.

Students with physical disabilities, Learning Disabilities or Special Education Needs can request specific services and tools via the Staff Sviluppo e Coordinamento Carriere e Servizi alle Studentesse e agli Studenti, consulting the University webpage: https://www.uniupo.it/en/services/services-students-physical-or-learning-disabilities Students with disabilities, learning disabilities or special education needs, once they have contacted the University Staff, can refer to the tutor in charge of the course to define the examination modalities, concerning academic aspects.

Student performance will be assessed through a combination of continuous assessment and a final examination.
A mid-term group project will represent the continuous assessment component. Students will work in teams to analyse a real or simulated organisational case, applying the theoretical concepts and frameworks discussed during the course. The project will be evaluated based on analytical rigour, application of theory, teamwork effectiveness, and clarity of presentation.
The final exam will consist of one open-ended question and ten multiple-choice questions covering the main topics of the course. The multiple-choice section will test factual knowledge and conceptual understanding, while the open question will assess the student’s ability to integrate, interpret, and critically discuss the theoretical contents.
The final grade will combine the outcomes of both components, rewarding continuous engagement, teamwork, and the ability to apply theory to practice.

The exam will be assessed according to the following criteria:
Not Successful: important deficiencies and/or inaccuracies in the knowledge and understanding of the topics; limited ability to analyse and synthesise, frequent generalisations and limited critical and judgemental skills, the topics are set out inconsistently and with inappropriate language;
18-20: Barely sufficient knowledge and understanding of the topics with possible generalisations and imperfections; sufficient capacity for analysis synthesis and autonomy of judgement, topics are frequently exposed in an incoherent way and with inappropriate/technical language;
21-23: Routine knowledge and understanding of topics; ability to analyse and synthesise correctly with sufficiently coherent logical argumentation and appropriate/technical language;
24-26: Fair knowledge and understanding of the topics; Good analytical and synthetic skills with arguments expressed in a rigorous manner but with language that is not always appropriate/technical;
27-29: Comprehensive knowledge and understanding of the topics; considerable capacity for analysis and synthesis. Good autonomy of judgement. Arguments presented in a rigorous manner and with appropriate/technical language;
30-30L: Excellent level of knowledge and thorough understanding of topics. Excellent analytical and synthetic skills and independent judgement. Arguments expressed in an original manner and with appropriate technical language.

The course explores how organisations are structured, managed, and transformed in response to environmental, technological, and social changes. It is structured across three levels of analysis – macro, meso, and micro – to provide an integrated understanding of organisational processes, systems, and behaviours.
The course begins by defining the concept of organisation and examining the main organisational design choices, from mechanistic to organic design.
It then introduces the major organisational theories, from classical schools to modern and postmodern perspectives, highlighting how each has shaped our understanding of coordination, control, and innovation.
Subsequently, attention is devoted to organisational structures, including roles, positions, and competencies, as well as an introduction to organisational behaviour, focusing on individual and group dynamics within the workplace.
A specific section is dedicated to organisational change, analysing its drivers, processes, and resistance mechanisms, along with the strategies managers adopt to foster adaptability and resilience.
The final part of the course (first semester) addresses emerging organisational challenges, such as diversity and inclusion management, and the evolution of work settings in hybrid, remote, and virtual forms. The implications of these transformations on communication, collaboration, leadership, and employee wellbeing will be critically examined.
In the second semester, the course analyses how people live and interact within organisations. It is divided into three levels of analysis – macro, meso and micro – to offer an integrated understanding of organisational behaviour dynamics at different levels. The course begins with a definition of organisational behaviour and an examination of the main motivational theories. This is followed by an examination of the main theories of teamwork and leadership, with particular reference to the factors that influence their effectiveness. The course finally explores conflict management and negotiation skills.
Furthermore, in the third Module, the course will focus on emerging organisational challenges, such as diversity and inclusion management and the evolution of hybrid, remote, and virtual work settings, along with their impact on communication — across its logical-critical, argumentative, and persuasive dimensions — as well as on peer collaboration, leadership, and organisational well-being. In this regard, the course will examine key aspects of late-20th-century pragmatics: theoretical principles of social communication will be applied to techniques of persuasive rhetoric and to students’ own practice of public communication, with the aim of strengthening their autonomy of judgment. Examples will be drawn both from ancient philosophical texts (with particular reference to Aristotle) devoted to the persuasive effectiveness of public speech, and from contemporary marketing language, in order to illustrate — critically rather than philologically — the potential, limits, and ethical implications of public communication within the behavioural economics. Practical activities inspired by debating formats will be carried out during the lessons.
The subjects addressed in the course are presented with reference to different organisational contexts, including for-profit companies, public companies, and third sector/non-profit organisations.

Knowledge and understanding
Students will acquire foundational knowledge of organisational theory and design, including classical and contemporary models, coordination mechanisms, and principles of structure and change. They will also develop awareness of how sustainability, innovation, and digital transformation reshape organisational forms and work systems.

Applying knowledge and understanding
Students will be able to apply organisational concepts to real-world cases, analysing how managerial choices affect performance, communication, and collaboration within teams and across departments. Through case studies and project work, they will learn to connect organisational design to sustainability goals and circular economy principles. Furthermore, students will acquire a basic understanding of the main models of pragmatic communication that govern individual and group behaviour in workplace contexts. They will develop an understanding of the dynamics of motivation, leadership, communication, organisational culture and climate, as well as how sustainability, innovation and digital transformation influence working practices and the transfer of knowledge.

Making judgements
Students will develop the ability to evaluate organisational decisions critically, identifying trade-offs between efficiency, innovation, and social responsibility. They will learn to reflect on ethical and inclusive dimensions of organisational design, considering both human and environmental factors.

Communication skills
Students will improve their ability to communicate organisational analyses and recommendations effectively, both orally and in writing, using appropriate technical terminology in English. They will further develop collaboration and communication skills for hybrid and virtual work environments, drawing on the competencies refined throughout the course to critically interpret texts and contexts, identify reasoning fallacies, and produce well-structured and persuasive arguments.

Learning skills
Students will strengthen their autonomous learning capabilities by integrating theoretical insights with empirical observation and by using tools for organisational analysis and visualisation. This will support lifelong learning and professional adaptability in evolving organisational contexts.