"Gheorghe Asachi" Technical University of Iai School/Faulty of Civil Engineering and Building Services Type of studies: full time

Year of study: 2 Academic year: 2013-2014

COURSE DESCRIPTION
ORGANIZATIONAL CULTURE
1. Faculty: Professor CARMEN-AIDA HUU, Ph.D. 2. Course type: DID.DI 3. Course structure: Number of hours per week C S L P 1 1 Final evaluation E Number of hours per semester C 14 S L 14 P Total 28

Semester II

4. Course objective: To develop key knowledge and ability in the area of organizational culture enabling the (future) civil engineering professionals to effectively contribute business environments encouraging performance and competitiveness: Debates and application of key concepts, theories, models, methods and techniques specific to organizational culture; Development of capability to identify and understand organizational culture from both existing behaviors and change perspectives in relation to performance and competitiveness needs of the firm. 5. Course objectives and curriculum consistency: Course objectives are compatible and consistent with the program curriculum that targets the development of specialist capable to design and implement complex civil engineering systems, as well as to generate and maintain the specific project management relationships needed to develop the appropriate linkages with the ever changing Romanian and international socio-economic, technological and informational environment. 6. Learning results expressed in cognitive, technical, or professional competencies Development of competencies on: Diagnosing cultural features in relationship with innovation and change; Identifying the impact of organizational culture on organizational objectives and performance; Developing value systems in organizations that lay the foundation for high levels of performance and competitiveness.
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7. Teaching procedures: The learning facilitation methodology is based on the assumption that the participants are capable and motivated to examine and debate individual, managerial and organizational behavioral problems to build the knowledge and competency foundations necessary for organizational success; The course nature is multi and interdisciplinary sociology, psychology, anthropology, ethics, management, etc. and approaches essential themes in relation with organizational performance, such as systems thinking, cultural dimensions, group dynamics, or using of self as an effective "organizational instrument"; Course process will be intensive interactive. There is expected that the participants interact in class, as well as in small groups, are open and honest in relation with their perceptions and to actively participate in class discussions based on the presented theories and personal examples The teaching procedures used are based on the use of ITC and A/V devices and include: Informal lectures and class debates; teamwork; case studies, tests and exercises; personal research (library; Internet; film archives; etc.); public presentations. 8. Evaluation system:
(For all evaluation alternatives: T - traditional, CC - computer, M mixed)

Ongoing evaluation: Activity at seminar / laboratory / project / practical work Percentage of the final grade: 10%
There is evaluated in relation with the frequency and relevance of the oral interventions and contribution to teamwork

Essays, home-works: Percentage of the final grade: -

Final evaluation: Examination / Colloquium Percentage of the final grade: 90%

TEAM PROJECT CREATIVE PRESENTATION OF AN ORGANIZATIONAL CULTURE DIAGNOSIS CASE STUDY Each participant will work with 4-5 classmates on the suggested project (or an alternative proposed by the team) to research, structure, present to the class and debate the respective project. The presentation will be delivered in a time interval of approx. 10 minutes. The presentation evaluation will be performed by the professor and the classmates. The evaluation criteria will be set during the first course session, by mutual agreement between the professor and the students. The project will be publicly presented, with the use of ITC and A/V support, during the dedicated timeline (see the tables below). OBSERVATION: The project (in writing, long with the presentation materials) will be sent to the professor, by e-mail, on a pre-agreed date. The written materials ought to prove graduate level of competency: clear correct, concise, and precise organization and presentation of ideas, lack of grammar mistakes, correct citation of references, etc.; the key grading criterion will be the ability to demonstrate critical thinking, and not the reproduction of the materials read by the students or presented in class by the professor.
Formular UTI.POB.04-F4

9. Course content: a) Curse sessions HOURS A conceptual model of the organization: Culture and organizational culture: general framework 1 Organizational dynamics and culture Culture: Mental programming; cultural relativism Cultural vocabulary: symbols, heroes, rituals and values 3 Cultural levels Context and significance Interpretation of time; monochronic vs. polychronic cultures National culture: Dimensions; differentiation criteria Hofstedes dimensions: power distance; individualism vs. collectivism; 3 masculinity vs. femininity; uncertainty avoidance; Confucian dynamism Kluckhohn-Strodtbeck cultural model The cultural metaphor Organizational culture: Sources Characteristics 4 Levels Value system Influences of context cultural adaptability Cultural diagnosis: Cultural diagnosis models 3 Visioning and associate value system design Cultural change management Total _14_ hours b) Seminar sessions HOURS Introduction. Icebreaker. Work groups forming 2 The cultural metaphor: France, Italy, USA, etc. 6 The Romanian cultural metaphor Characteristics of organizational culture in Romania: case study Organizational culture diagnosis 6 Management of culture change in ones own company; resistance to change; cultural values and organizational performance Total _14_ hours 10. References (selection) Hutu, C. A. (2008). Technology Transfer as Cultural Change: Roles, Relationships and Implications. Performantica Publishers. ISBN 978-973-709-470-4. Iasi 2. Hutu, C. A. (2007). Corporate Culture and Leadership. Building Competitive Capacity of the Company. Economica Publishing House. ISBN 978-973-709-3172. Bucharest
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Hutu, C. A. (2003). Culture, Change, Competition. Economica Publishing House. ISBN 973-590-763-1. Bucharest 4. Hutu, C. A. (2002). Corporate Culture and Leadership. Textbook. Venus Publishers. ISBN 973-8174-57-0. Iasi 5. Hutu, C. A. (1999). Corporate Culture and Technology Transfer. Economica Publishing House. ISBN 973-590-161-7. Bucharest
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Bridges, W. Managing Transitions. Making the Most of Change. Addison-Wesley Publishing Comp. (Reading, Mass., 1991) Burns, G.; Napier, B. Linking Creativity, Common Vision, and Customer Connection: Synergy for Organizational Competitiveness. National Productivity Review. (Autumn, 1994): 587-600 Deal, T. E.; Kennedy, A. A. Corporate Cultures. The Rites and Rituals of Corporate Life. Addison-Wesley. (Reading, 1982) Denison, D. R. Corporate Culture and Organizational Effectiveness. John Wiley & Sons. (New York, 1990) Furnham, A.; Gunter, B. Corporate Assessment: Auditing a Companys Personality. Rutledge. (London, 1993) Gannon, M. J. Understanding Global Cultures. SAGE Publications. (Thousand Oaks, 1993) Hall, E. T. Beyond Culture. Anchor Books. Doubleday. (New York, 1989) Harrison, M. I. Diagnosing Organizations. Methods, Models and Processes. SAGE Publications. Applied Social Research Methods Series. (Thousand Oaks, Ca., 1994) Hofstede, G. Cultures and Organizations. Software of the Mind. Intercultural Cooperation and Its Importance for Survival. McGraw-Hill Book Comp. (London, 1991) Hughes, R. L.; Ginnett, R. C.; Curphy, G. J. Leadership. Enhancing the Lessons of Experience. Richard D. Irwin, Inc. (Burr Ridge, 1993) Jick, T. D. Managing Change. Cases and Concepts. Irwin. (Burr Ridge, 1993) Kotter, J. P. A Force for Change: How Leadership Differs from Management. The Free Press. (New York, 1990) Kotter, J. P.; Heskett, J. L. Corporate Culture and Performance. The Free Press. (New York, 1992) Perry, T. S. Designing a Culture for Creativity. Industrial Research Institute. (March/April, 1995): 14-17 Peters, T. J.; Waterman, R. H. In Search of Excellence. Lessons from America's BestRun Companies. Harper&Row. (New York, 1981) Robbins, S. P. (2006) Organizational Behavior. International Edition. Prentice Hall. Schein, E. Organizational Culture and Leadership. A Dynamic View. Jossey-Bass Publishers. (San Francisco, 2004) Weisbord, M. R. Organizational Diagnosis: A Workbook of Theory and Practice. Addison_Wesley Publishing Comp. (Reading, Mass., 1978) Whetten and Cameron (2003) Developing Management Skills. Prentice Hall. New Jersey. Faculty:

Date: October 1, 2013

Professor Carmen-Aida Huu, Ph.D., MsOD

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