Organising and Leading Sustainable Organisations

Course - second cycle - 7.5 credits

Syllabus for students autumn 2012

Course Code:
OL641E revision 1
Swedish name:
Organisering och ledning av hållbara organisationer
Level of specialisation
A1N
Main fields of study:
Leadership and Organization
Language:
English
Date of establishment:
10 May 2012
Date of ratification:
31 May 2012
Decision-making body:
Faculty of Culture and Society
Enforcement date:
03 September 2012

Course description

The aim of the course "Organising and Leading Sustainable Organisations" is to underline the importance of leadership and organising processes essential to economic, social and environmental sustainability. The course provides students with a critical approach about current literature and research in the field of organisation and leadership. It provides students with an understanding of challenges for leading and organising sustainable organisations. It provides students with leading and managerial skills necessary to reach sustainability.

Advancement in relation to the degree requirements

The course is included in the main area Leadership and Organisation at advanced level 91-120 credits.

Entry requirements

Bachelor´s degree, consisting of 180 credits. English B / English 6 in Swedish secondary school.

Learning outcomes

Knowledge and understanding
After a successful completion of this course the student will be able to:

  • 1- identify and describe principal models in organisation and leadership theories.
  • 2- outline the development of the main models and line of thoughts in organisation and leadership theories.
  • 3- identify, synthesise and classify the current research on leadership and organisation.
  • 4- define sustainability and sustainable development in the context of organisation and leadership, especially in terms of economic, social and environmental sustainability.
Skills and competencies
After a successful completion of this course the student will be able to:
  • 5- review, examine and contrast principal models as well as research within organisation and leadership theories.
  • 6- analyse and assess organisations and their development from an organisational, leadership and/or sustainable perspective.
  • 7- make informed decisions in terms of organisational structures and processes including leadership processes to ensure sustainable organisational outcomes.

Judgement and approach
After a successful completion of this course the student will be able to:
  • 8- critically reflect on the contemporary literature and research in organisation and leadership.
  • 9- problematise organisations and leadership from a sustainability perspective in the aim of improving organisations to enable sustainability and sustainable development.
  • 10- develop a new set of minds in tackling sustainability and sustainable development in the context of organisation and leadership.
  • 11- reflect and improve his/her leadership capabilities and skills in the context of sustainable organisations.

Assessments

The course is evaluated through three examinations as follows:

  • One individual written exam; 5 credits; graded with the A-U scale. The exam assesses the learning outcomes 1, 2, 3, 4, 5, 6 and 7 stated above. The exam is graded on a total of 66 points covering A-U scale: A (Excellent)=60-66; B (Very good) =54-59; C (Good) =46-53; D (Satisfactory) =43-45; E (Pass)=40-42; U (Fail)=0-39.

  • One pair/group case-based report; 2 credits; graded with the A-U scale. The case-based report assesses the learning outcomes 5, 6, 7, 8 and 9 stated above. The case is first evaluated on the A-U scale following guidelines in line with learning objectives. The grade is then translated into points as follows: A (Excellent)=28; B (Very good) =23; C (Good) =20; D (Satisfactory) =17; E (Pass)=14; U (Fail)=0.

  • Individual active participation at the case seminar; 0,5 credit; graded “Pass” or “Fail”. The active participation assesses the learning outcomes 8, 9, 10 and 11 stated above. The grade “Pass” is translated into 6 points and the grade “Fail” into 0 point. If the student obtain the grade "Fail", his/her active participation is re-examined with one overall written work covering the missing discussion and/or activities done in class.

To pass the course:
The student must obtain the grade A, B, C, D or E at the individual exam and at the pair/group case-based report. The student must obtain the grade “Pass” for the individual active participation at the case seminar.

The three examinations above and their translation into points are added to reach a total amount of points. The compilation of the grade over the entire course then respects the following scale:
  • 90-100 = A (Excellent)
  • 80-89 = B (Very good)
  • 70-79 = C (Good)
  • 63-69 = D (Satisfactory)
  • 60-62 = E (Pass)
  • 0-59 = U (Fail)

Course content

The course is based on a lecture series on organisation theory and a lecture series on leadership. Each series provides an overview of theories, models and lines of thoughts in their respective field. This knowledge is used to further critically discuss, review and contrast processes for organising and leading for sustainability. In that context, the subjects of sustainability and sustainable development are introduced and problematized. The sustainability dimension is also framed in regards to cultural challenges, cross-cultural management and global leadership.

Beyond the lecture series, the course increases students’ capabilities and skills in leading and organising sustainable development via workshops as well as using the learning from the case analysis and discussion.

Learning activities

The course is based on:

  • Two lecture series including class discussion when the students work in pair and/or small groups as well as based on practice-based workshops. Each lecture series is developed to support learning in regards to the learning outcomes 1, 2, 3, 4, 5, 6 and 7 stated above. Both lectures series represent approximately 40 hours in class.
  • One casework in pair/group and its discussion. The casework and a compulsory case seminar are developed to support learning in regards to the learning outcomes 5, 6, 7, 8, 9, 10 and 11 stated above. The compulsory case seminar represents maximum 5 hours.
  • Self-studies represent approximately 155 hours.

Grading system

Excellent (A), Very Good (B), Good (C), Satisfactory (D), Pass (E) or Fail (U).

Course literature and other teaching materials

  • Caproni, P. J. (2012). Management skills for everyday life - the practical coach (10th Edition). Boston: Pearson.
  • Mendenhall, M. E. et al. (Eds.). (2008). Global Leadership: Research - Practice and Development. Routledge: Oxon.
  • Moodian, M.A. (Ed.). (2009). Contemporary leadership and intercultural competence - Exploring the cross-cultural dynamics within organizations. Thousand Oaks: Sage publications (Selected Chapters).
  • Northouse, P. (2013). Leadership - Theory and practice. (6th ed.). Thousand Oaks: Sage publications.
  • Silverthorne, C. P. (2005). Organizational psychology in cross-cultural perspective. New York: New York University Press.
  • Tolbert, P.S., & Hall, R. H. (2008). Organizations: Structures, Processes and Outcomes (10th ed.). Upper Saddle River: International Pearson Education.
  • Werther W.B. Jr., & Chandler, D. (2011). Strategic Corporate Social Responsibility - Stakeholders in a Global Environment. Thousand Oaks: Sage publications.
Other scientific publications and case
A reading list with current research is provided at the beginning of the course. Case may have to be bought via Harvard Business School Publishing

Course evaluation

All students are given, at the end of the course, the opportunity to comment on the course in writing. A summary of the results of the evaluation as well as responds from the course coordinator will be discussed with students / course representatives during a course evaluation meeting / Programme Council.