Organizational Theory and Design
Submitted by: Robert Krug
Suggested text:
Jones, G. R. (2007). Organizational theory, design, and change (5th ed.). Upper Saddle River,
NJ: Pearson Prentice Hall.
Chandler, A. D. (1990). Strategy and structure: Chapters in the history of the industrial enterprise.
Cambridge, Mass.: M.I.T. Press.
Powerpoint:
Section: The basics: Purpose, parties, and attaining effectiveness. The ethical entity
Readings
Jones, Organizational theory, design, and change, Chapter 1: Organizations and organizational effectiveness & Chapter 2: Stakeholders, managers, and ethics
McCoy, The parable of the sadhu
Section: Beginning discussions of structural design - the challenges of differentiation, coordination, decision-making, and authority
Readings
Jones, Chapter 3: Managing in a Changing Global Environment & Chapter 4: Basic Challenges of Organizational Design
Chandler, Strategy and structure: Chapters in the history of the industrial enterprise, Introduction: Strategy and Structure
Rachels, The elements of moral philosophy, pp. 16-31
Donaldson, Values in tension: Ethics away from home
Section: Examining the hierarchical (vertical) structure and how it influences authority and then control.
Readings
Jones, Chapter 5: Designing Organizational Structure: Authority and Control & Chapter 6: Designing Organizational Structure: Specialization and Coordination
Chandler, Historical Setting, pp. 10-51
Krug, Sarbanes-Oxley and the compliance-ethics quandary: A practitioner's view
Ettner, Krug, & Newton, Value-centric organization design: Compliance, control and competitive advantage within a values framework
Section: The essential nature of organizational culture and its manifestations - power, politics and, of course, conflict. A substitute for control?
Readings
Jones, Chapter 7: Creating and Managing Organizational Culture & Chapter 14: Managing Conflict, Power, and Politics
Hofstede, Cultural constraints in management theories
Allen et al., Organizational politics: Tactics and characteristics of its actors
Section: The essential role of strategy. The intersection of strategy, structure, and culture.
Readings
Jones, Chapter 8: Organizational Design and Strategy in a Changing Global Environment & Chapter 9: Organizational Design, Competencies, and Technology
Chandler, one chapter to be assigned from chapters 2-5
Porter & Kramer, Strategy & society: The link between competitive advantage and corporate social responsibility
Bonini, Mendonca, & Oppenheim, When social issues become strategic
Section: Organizational Change, Part I
Readings
Jones, Chapter 10: Types and Forms of Organizational Change & Chapter 11: Organizational Transformations: Birth, Growth, Decline, and Death
Kotter, Leading Change: Why Transformation Efforts Fail
Strebel, Why do employees resist change?
Boehm, Leading change: An interview with CEO of Deere & Company
Section: Organizational Change, Part II
Readings
Jones, Chapter 12: Decision Making, Learning, Knowledge Management, and Information Technology & Chapter 13: Innovation, Intrapreneurship, and Creativity
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