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Organizational Theory and Design

Page history last edited by David Touve 15 years, 2 months ago

 

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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