1. Description and analysis of Taylorist, Fordist, Toyotist models in any form of organisation (business, administration, association).
2. Presentation of the Weberian bureaucratic model with its pernicious effects: Rigidity, parallel power, resistance to change, crisis'
3. Approaches of functionalist models.
4. Critical presentation of the contribution of schools of psychology (human relations, motivation) to the knowledge of organisations.
5. Use of strategic analysis, social regulations and the theory of conventions to illustrate how to resolve the core problem of the organisation ' people's compliance with the organisation's objectives '
which is not resolved through the coordination of tasks resulting from the scientific organisation of work.
6. Identifying corporate cultures as both social logics structuring the organisation and giving meaning to the strategies of the players.
7. Approach to change in organisations notably through the sociology of translation. Reference to modern-day problems in public and private management.
At the end of this learning unit, the student is able to :
On completion of this course, students will be able:
Due to the COVID-19 crisis, the information in this section is particularly likely to change.
- Case studies
Due to the COVID-19 crisis, the information in this section is particularly likely to change.Oral examination
- ETZIONI A. (1969), A Sociological Reader on Complex Organizations, 2nd ed., Holt, Rinehart and Winston.
- FRIEDBERG E. (1993), Le Pouvoir et la règle. Dynamiques de l'action organisée, Seuil.
- SCIEUR Ph.(2011), Sociologie des organisations. Introduction à l'analyse de l'action collective organisée, 2ème ed., Armand Colin (à paraître).