This subject provides an introduction to the theory and practice of organizational design. Students gain knowledge about the coordination mechanisms that allow organizations to function, the parts of an organization and their interactions, the decisions that shape the organizational structure, and the factors that determine the suitability of certain structures. LEARNING OBJECTIVES AND COMPETENCES Upon completion of the course, students will be able to: - Analyze the fundamental components of organizational design. - Identify different organizational structures, as well as their strengths and weaknesses. - Critically evaluate the relationship between environment, strategy, and organizational structure. - Diagnose structural problems related to design in real-world organizations. - Propose and evaluate organizational design solutions appropriate for different business contexts and organizational challenges. - Understand current challenges in organizational design. The course enables students to develop a comprehensive set of skills including: - Understanding of organizational fundamentals, including key concepts, theories, and models of organizational design. - Ability to identify and manage problems associated with certain organizational designs and change situations affecting organizational design. - Capacity to incorporate technological considerations and global change factors into the design of organizational structures. - Communication and teamwork skills. These skills are cultivated through the course methodology, which combines theory, case analysis, practical exercises, debates, simulations, and a hands-on final project. Additionally, the course encourages critical thinking and the development of well-reasoned arguments in the field. Students encounter practical questions that lack definitive answers, enhancing their capacity to defend and synthesize various approaches. The program's progressive structure enables students to gradually develop these skills, beginning with conceptual foundations and advancing to complex applications in real-world contexts.

I. INTRODUCTION TO ORGANIZATIONAL DESIGN - Definition and scope of organizational design. Fundamental concepts. Organizations as open systems. The relationship between strategy and organizational structure. - Classical and contemporary approaches to organizations and management. Fayol, Taylor, and Weber. Human relations, contingency theory, and resource dependence. Other organizational theories. - Elements of organizational design. Coordination mechanisms. Centralization versus decentralization. Differentiation and integration. Formal and informal systems. - The organization and managerial/executive functions. Definition and scope. Types of management decisions. Design of the decision-making system. Authority, leadership, and power. Delegation and empowerment. Decision-making and governance II. ORGANIZATIONAL MICROSTRUCTURE - Micro-organizational design: Definition and scope - micro-design versus macro-design. Job description. - Elements of the micro-structure: Division and specialization of labor, coordination mechanisms at the micro level, formalization and standardization, grouping of jobs into units, spans of control, and chains of command. - Contingent and strategic factors affecting micro-design: Cultural and contextual factors, information and communication systems, technological interdependencies between jobs, automation, and Artificial Intelligence (AI), employee motivation, and needs. III. ORGANIZATIONAL MACRO DESIGN - Elements of macrostructure: formal and informal structures, authority and hierarchy systems, centralization and decentralization, control and coordination systems, and organizational differentiation and integration. - External and internal contingent factors in macro-organizational design include the general and specific environment, ownership, stakeholders, and other interest groups, technological change, strategy and structure, size, sector, growth, and organizational (re)design. There is interdependence between structure and organizational culture, structure-power tensions, and the legitimacy of the structure along with internal acceptance. - Basic structural configurations consist of functional structure, divisional structure (by product, geography, market), and matrix structure, along with the advantages and disadvantages of each configuration. - Parameters of macro-organizational design involve the grouping of units, structural elongation versus flattening, specialization and departmentalization, formal systems, processes, and procedures for planning and control, as well as professional versus mechanical bureaucracy. Coordination and integration mechanisms, types of coordination mechanisms (Mintzberg), integrator roles, and lateral structures are also included, with information systems serving as integrating mechanisms. - Advanced configurations encompass network organizations, virtual organizations, team-based organizations, adhocracies, holocracies, and ambidextrous organizations (exploration and exploitation). Agile organizations: principles and practices, technology platforms, and digital business models are also discussed. IV. CURRENT CHALLENGES FOR ORGANIZATIONAL DESIGN - Future trends include adaptive structures, with digitalization, automation, and AI as structural determinants. ESG integration in organizational design, the future of work and its impact on organizational design, leadership in complex structures, and the management of networks versus hierarchies are also key considerations.

The course consists of weekly lectures and smaller group sessions. The teaching and learning methods include: - Plenary sessions: Engaging lectures where the concepts and knowledge that students should acquire are presented. Professors will share course materials through Aula Global, and the course bibliography enables students to consolidate their understanding of the topics discussed. - Guided discussions: Analysis and debate on assigned readings and pertinent current issues related to organizational design. Discussions may include questions and exercises to be completed by students individually or in teams. - Case studies of real organizations and their organizational design elements: These materials will be provided in advance by the professor via Aula Global. - Simulations and other structured activities conducted in the classroom to experiment with various situations and structural configurations, facilitating the implementation of fundamental organizational design concepts and the exploration of their application in practical scenarios. - Teamwork focused on the study of a real organization: Students should select an organization and explain aspects of its structure related to the elements and processes covered in the course. The outcome of the teamwork consists of submitting a written document and delivering an oral presentation, both scheduled for the final weeks of the course. Students can choose any organization for this project, including businesses, government agencies, and voluntary associations, etc.