lunedì 2 novembre 2026

Dear Students,

Welcome to Organisational Behaviour – Module II: Shaping Organisations!

The second module will combine in-person sessions and online asynchronous activities.

Our in-person sessions will focus on case study discussions, offering an opportunity to apply Organisational Behaviour concepts and theories to real-world organisational situations and managerial challenges.

Our first in-person session will take place on Thursday, 5 November, at 9:00 AM.

To make the most of our time together, it is essential that everyone comes to class well prepared. The PDF of the first case study is available in the course materials.

The Moodle course page is currently being activated. In the next few hours, I will provide you with instructions on how to access the platform, where to find the course materials, and where to upload your presentations.

Further information regarding the online asynchronous component of the module will be communicated as well.

Below, you will find the Case Discussion Guidelines, which apply to all in-person sessions. Please read them carefully before our first meeting.

Case Discussion Guidelines – In-Person Sessions

The in-person sessions of the course are based on the discussion of case studies. Case discussions are designed to connect the concepts and theories of Organisational Behaviour with real organisational situations and managerial problems.

1. Preparation Before the Session

Preparation before each in-person session is essential.

Students are expected to:

• Read the assigned case carefully.

• Work with their group to prepare the specific case assignment.

• Prepare a group PowerPoint presentation based on the assignment questions.

• Individually submit a copy of their group's PowerPoint presentation through Moodle by the indicated deadline.

• Come to class ready to present, discuss, and defend the group's analysis.

The PowerPoint presentation is prepared collaboratively as a group, but submission on Moodle is individual. Therefore, each group member is responsible for uploading the presentation separately, even though members of the same group will normally submit the same file.

The submission is not graded. However, submission status and timeliness are recorded as evidence of preparation and participation in the course.

The deadline indicated on Moodle is the expected submission deadline and will normally fall on the day before the case discussion. Moodle may remain open for late submissions for a limited period after the session; submissions made after the due date will be recorded as late.

2. PowerPoint Presentation

The presentation should provide a clear and structured analysis of the case and should explicitly use relevant Organisational Behaviour concepts, models, and theories.

The PowerPoint should normally include:

• One or more introductory slides describing the case, the main characters, and the relevant context.

• One slide reporting the assignment questions and the main learning objectives of the case.

• One or more slides answering each assignment question.

• One or more slides presenting final remarks and conclusions.

• One closing slide summarising the lessons learned from the case.

This follows the presentation structure used in the previous course, which required students to introduce the context, address each assignment question, provide conclusions, and identify lessons learned.

When preparing the presentation, students should move beyond a simple summary of the case. The analysis should consider the problem, the relevant facts, possible explanations, appropriate Organisational Behaviour concepts, and possible solutions or courses of action.

3. Preparing for the Discussion

Before coming to class, students should:

• Know the main facts, characters, and events of the case.

• Identify the key organisational problems and issues.

• Prepare answers to all assignment questions.

• Identify relevant evidence from the case and, where useful, specific passages or examples.

• Consider which Organisational Behaviour concepts and theories can help interpret the situation.

• Be ready to comment, ask questions, respond to alternative interpretations, and develop ideas during the discussion.

4. During the Case Discussion

Case discussions are intended to involve the entire class. Students are expected to develop the ability to:

• Identify and define the main problem and key issues in the case.

• Demonstrate a detailed understanding of the case and its organisational context.

• Connect the case to relevant Organisational Behaviour concepts, theories, and models.

• Take and justify a position on the questions discussed.

• Respond constructively to the observations and arguments of other students.

• Connect different contributions and build on the ideas of others.

• Help involve other members of the class in the discussion.

These objectives are consistent with the previous course guidelines, which emphasised problem setting, depth of knowledge, integration with course concepts, and the ability to involve others in the debate.

During the discussion, students should:

• Take a clear position on questions and issues.

• Support their arguments with evidence from the case.

• Ask clarifying and analytical questions.

• Connect the discussion to relevant course concepts and theories.

• Listen carefully to other participants.

• Build on, question, or extend the arguments of others.

• Help keep the discussion focused and moving forward.

• Encourage the participation of other members of the class.

Students should not:

• Come to class without having prepared the case and the group presentation.

• Monopolise the discussion.

• Make comments that are not relevant to the case or the discussion.

• Repeat points that have already been made without adding further analysis.

• Disregard or dismiss the views of other participants.

5. Discussion and Disagreement

Different interpretations of a case are expected and encouraged.

There is often no single obvious answer to an Organisational Behaviour problem. Students are therefore encouraged to question assumptions, compare alternative interpretations, and disagree with one another when appropriate.

Open disagreement is welcome when it contributes to the analysis. Arguments should always be expressed respectfully, supported by evidence from the case, and connected where appropriate to relevant Organisational Behaviour concepts and theories.

I look forward to meeting you on Thursday and to engaging in stimulating and constructive discussions throughout the module!

Best regards,
Damiano Petrolo