Organizational Sociology & Change Management
Niveau
1st study cycle, Bachelor
Learning outcomes of the courses/module
The participants:
• can name and classify key features of organizations – membership, purpose, and hierarchy.
• understand communication and the dynamics of communication patterns as a constitutive feature of organizations.
• understand organizations as decision-making systems and recognize the importance of decision premises and structural features (programs, communication channels, personnel).
• differentiate between the three sides of organizations (formal, informal, display side) and their interplay.
• use the meta-structure matrix to structure and interpret organizational dynamics and their management, especially in change projects.
• recognize organizational paradoxes and side effects and reflect on their significance from a systems-theory perspective.
• can name and classify key features of organizations – membership, purpose, and hierarchy.
• understand communication and the dynamics of communication patterns as a constitutive feature of organizations.
• understand organizations as decision-making systems and recognize the importance of decision premises and structural features (programs, communication channels, personnel).
• differentiate between the three sides of organizations (formal, informal, display side) and their interplay.
• use the meta-structure matrix to structure and interpret organizational dynamics and their management, especially in change projects.
• recognize organizational paradoxes and side effects and reflect on their significance from a systems-theory perspective.
Prerequisites for the course
None
Course content
• Key features of organizations (membership, purpose, hierarchy)
• Decisions and decision premises
• Three sides of organizations (formal and informal side, as well as the display side)
• Structural features of organizations (programs, communication channels, personnel)
• Meta-structure matrix of organizations
• Organizational development and change
• Paradoxes and side effects
• Decisions and decision premises
• Three sides of organizations (formal and informal side, as well as the display side)
• Structural features of organizations (programs, communication channels, personnel)
• Meta-structure matrix of organizations
• Organizational development and change
• Paradoxes and side effects
Recommended specialist literature
• Dietrich, Peter (2025): Die Strukturmatrix. Organisationen strategisch steuern. FH Kufstein Tirol. Kufstein (improve - Praxisletter, 55).
• Kieser, Alfred et al. (Hg.): Organisationstheorien. Stuttgart: Kohlhammer (in der aktuellen Auflage).
• Kühl, Stefan: Organisationen. Eine sehr kurze Einführung. Wiesbaden: Springer VS. (in der aktuellen Auflage)
• Luhmann, Niklas: Organisation und Entscheidung. Wiesbaden: VS. (in der aktuellen Auflage)
• Kieser, Alfred et al. (Hg.): Organisationstheorien. Stuttgart: Kohlhammer (in der aktuellen Auflage).
• Kühl, Stefan: Organisationen. Eine sehr kurze Einführung. Wiesbaden: Springer VS. (in der aktuellen Auflage)
• Luhmann, Niklas: Organisation und Entscheidung. Wiesbaden: VS. (in der aktuellen Auflage)
Assessment methods and criteria
Portfolio
Language
German
Number of ECTS credits awarded
2
Semester hours per week
Planned teaching and learning method
Blended learning
Semester/trimester in which the course/module is offered
4