Designing the Organization: From Strategy to Organizational Structure
- The course has three goals: to become familiar with a series of real-world organizational phenomena; to learn different theoretical perspectives that can elucidate these phenomena; and to apply these different ways of “seeing” and managing organizations to cases. In such a fashion, the course is designed to actively bridge theory and practice, exposing students to a variety of conceptual tools and ways to negotiate novel situations.
- Describe the bases of Organizational Design
- Describe various rational system views of organizations that tend to focus on administrative units, or leaders of organizations
- Describe the core process of exchange and coalition formation
- Describe the basic features of decision making in organized anarchies, or what some call a “garbage can theory’ of organizations
- Introduction to Organizational DesignOrganizations are as varied and complex as they are ubiquitous: they differ in size and internal structure; they can entail a multiplicity of goals and tasks (some of which are planned and others unplanned!); they are made up of individuals whose goals and motivations may differ from those of the group; and they must interact with other organizations and deal with environmental constraints in order to be successful. This complexity frequently results in a myriad of problems for organizational participants and the organization’s survival.
- Decisions by Rational and Rule-based ProceduresIn this module, we will present a general introduction and discussion to decision-making in organizations. We will relate various rational system views of organizations that tend to focus on administrative units, or leaders of organizations.
- Decisions by Dominant CoalitionsThis module will give a more elaborate depiction of that model, and focus on its core process of exchange and coalition formation. Within organizations, you will frequently confront coalitions of interests, and you will come to realize that collective action and organizational reforms are impossible if you do not build and manage a coalition to get things done. Therefore, we turn now to Coalition theory. To relate this theory, throughout this chapter we will draw heavily on the writings by James G March (1962, 1994: chapter 4) and Kevin Hula (1999) concerning coalition formation.
- Organized AnarchyThis module introduces you to the basic features of decision making in organized anarchies, or what some call a “garbage can theory’ of organizations. What do we mean that the decision process resembled an organized anarchy? Well, for example, some of them have a hard time coming up with their group’s platform and identity. Also, some of the group’s proposed solutions changed over the course of bargaining – some initially proposed universal vouchers only to promote targeted vouchers in the end. Almost all of the groups thought in terms of an identity and what that entailed. And they also thought about other’s identities and interests when trying to manipulate the situation in their favor.
- Interim assessment (2 module)0.4 * In-class examination results + 0.2 * Independent studies + 0.4 * Online course results
- Wilson, C. (2015). Designing the Purposeful Organization : How to Inspire Business Performance Beyond Boundaries (Vol. 1st Edition). Philadelphia, PA: Kogan Page. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=944498
- Ackerman-Anderson, L. S., & Anderson, D. (2010). The Change Leader’s Roadmap : How to Navigate Your Organization’s Transformation (Vol. 2nd ed). San Francisco, CA: Pfeiffer. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=339292
- Galbraith, J. R. (2005). Designing the Customer-Centric Organization : A Guide to Strategy, Structure, and Process (Vol. 1st ed). San Francisco: Jossey-Bass. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=131742