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2013/2014  KAN-CM_SU8R  Leading and Managing Organizations

English Title
Leading and Managing Organizations

Course information

Language English
Exam ECTS 7.5 ECTS
Type Elective
Level Full Degree Master
Duration Summer
Course period Summer
Please check www.cbs.dk/summer for the course schedule.
Time Table Please see course schedule at e-Campus
Study board
Study Board for MSc in Economics and Business Administration
Course coordinator
  • Course instructor - Gary Schwarz, NUBS China / Harvard University
    Patricia Plackett - Department of Operations Management (OM)
Main academic disciplines
  • Globalization, International Business, markets and studies
  • Management
  • Organization
  • Corporate and Business Strategy
Last updated on 22-07-2013
Learning objectives
On successful completion of this course, students will be able to develop a knowledge and understanding of:
  • How organizations can be lead and managed for effective performance.
  • The tensions and dilemmas associated with designing organizations
  • How to determine and shape organizational culture
  • The management and development of people within organizations.
  • The development of appropriate business policies and strategies to meet stakeholder needs within a changing environment
Course prerequisites
Prerequisites for registering for the exam
Requirements about active class participation (assessed approved/not approved)
Mandatory Mid-term Assignment: Group Presentations
Each student is expected to participate in an oral group presentation which applies concepts from the first five classes to an existing organization.
4-hour written exam:
Examination form Written sit-in exam
Individual or group exam Individual
Assignment type Written assignment
Duration 4 hours
Grading scale 7-step scale
Examiner(s) One internal examiner
Exam period Summer Term
Aids allowed to bring to the exam Limited aids, see the list below and the exam plan/guidelines for further information:
  • Allowed dictionaries
Make-up exam/re-exam
Same examination form as the ordinary exam
If the number of registered candidates for the make-up examination/re-take examination warrants that it may most appropriately be held as an oral examination, the programme office will inform the students that the make-up examination/re-take examination will be held as an oral examination instead.
Course content and structure

This course prepares students to thrive in organizations that need to adapt to a changing environment. Students will be introduced to concepts, theories and illustrations which will help them to become effective leaders and managers in these organizations. To enable this, three fundamental issues will be emphasized. First, the leadership and management of organizational processes, in particular, organizational culture, organizational change, decision making, knowledge management; power, conflict, and control will be examined. Secondly, organizational design, in particular the alignment of strategy, structure, and environment will be analyzed. Thirdly, the relationship between organizational design, management, and organizational performance will be explained.
The course's development of personal competences:

  • Cognitive skills of critical thinking, analysis and synthesis, including the ability to identify assumptions, to evaluate statements in terms of evidence, to detect false logic or reasoning, to identify implicit values, to define terms adequately, and to generalize appropriately.
  • Qualitative skills, including the ability to work with case studies.
  • Self-awareness, openness, and sensitivity to diversity in terms of people, cultures, business, and management issues.
  • The ability to conduct research into business and management issues, either individually or as part of a team, including a familiarity with a range of business data and research resources and appropriate methodologies.
  • Effective oral and written communication skills in a range of traditional and electronic media.
  • Effective self-management in terms of time, planning and behaviour, motivation, self-starting, and individual initiative.
  • Development of reflective, adaptive and collaborative learning skills.
Teaching methods
Each of the ten course concepts will be introduced in a lecture. In most of the sessions, a case study about a company facing the issues at hand will be analyzed. In addition to presentations, interactive group exercises will be carried out and various videos will be shown.

Preliminary Assignment: To help students get maximum value from ISUP courses, instructors provide a reading or a small number of readings to be read before the start of classes with a related task or tasks in the first two classes in order to 'jump-start' the learning process. Read Chapter 1 of the Daft et al. textbook and answer the True/False Quiz
Expected literature

Daft, Richard L., Jonathan Murphy, and Hugh Willmott (2010). Organization Theory and Design. Stamford: Cengage Learning
Preliminary Assignment: Self-graded True/False Quiz
Read Chapter 1 of the Daft et al. textbook and answer the True/False Quiz
Class Session 1: Introduction / Strategy and Organization

  • Daft et al., Chapters 1 and 2
  • Peteraf, M. (1993). The cornerstones of competitive advantage: A resource-based view. Strategic Management Journal 14(3), pp. 179-191.

Case: Philips versus Matsushita: Competing strategic and organizational choices. Bartlett, C. and Beamish, P., Transnational Management (2011), pp. 315-331.
Class Session 2:  Managing Organizational Structure

  • Daft et al., Chapter 3
  • Neilson, G. and Wulf, J. (2012). How many direct reports? Harvard Business Review 90(4), pp. 112-119.

Case: Beijing EAPs Consulting Inc., Ivey (2009), 9 pages.
Class Session 3: Managing Culture

  • Daft et al., Chapter 10
  • Barney, J. (1986). Organizational culture: Can it be a source of sustained competitive advantage? Academy of Management Review 2(3), pp. 656-665.

Case: How to change a culture: Lessons from NUMMI (2010). MIT Sloan Management Review 51(2), pp. 63-68.
Class Session 4: Power and Persuasion in Organizations

  • Daft et al., Chapter 13
  • Pfeffer, J. (1992). Understanding power in organizations. California Management Review 34(2), pp. 29-50.
  • Cialdini, R. (2001). Harnessing the science of persuasion. Harvard Business Review 79(9), pp. 72-79.

Case: Frank Borman at Eastern Airlines, 3 pages.
Class Session 5: Organizational Control

  • Daft et al., Chapter 8, pp. 315-320; Chapter 9, pp. 362-374.
  • Simons, R. (2008). Control in an age of empowerment. Harvard Business Review 73(2), pp. 80-88.
  • Kerr, S. (1995). On the folly of rewarding A, while hoping for B. Academy of Management Executive 9(1): 7-14
  • Gratton, L. (2011). The end of the middle manager. Harvard Business Review 89 (1/2), p. 36.

Case: GE’s two-decade transformation: Jack Welch’s leadership, Harvard (2005), 24 pages.
Class Session 6: Leadership

  • Linstead, S., Fulop, L., and Lilley, S. (2009). Management & Organization (Second Edition). New York: Palgrave  Macmillan. Chapter 10: Leadership and leading, pp. 473-520.
  • Kotter, J. (2001). What leaders really do. Harvard Business Review 79(11), pp. 85-96.
  • Yukl, G. (2012). Effective leadership behavior: What we know and what questions need more attention. Academy of Management Perspectives 26(4), pp. 66-85.

Case: The real leadership lessons of Steve Jobs (2012).Harvard Business Review90(4), pp. 92-102.
Class Session 7:  Mid-term Assignment: Group Presentations
Each student is expected to participate in an oral group presentation which applies concepts from the first six classes to an existing organization.
Class Session 8: Managing Teams

  • McShane, S. L. and Von Glinow, M. A. (2010). Organizational Behavior (Fifth Edition). New York: McGraw-Hill.Chapter 8: Team dynamics, pp. 233-261.

Case: Mount Everest - 1996, Harvard (2003), 22 pages.
Class Session 9: Managing Change

  • Daft et al., Chapter 11
  • Kotter, J. P. (2007). Leading change: Why transformation efforts fail. Harvard Business Review 85(1), pp. 96-103.

Case: Celeritas, Inc.: Leadership challenges in a fast-growth industry, Harvard (2011), 11 pages.
Class Session 10: Interorganizational Networking

  • Daft et al., Chapter 5
  • Grandori, A and Soda, G. (1995). Inter-firm networks: Antecedents, mechanisms and forms. Organization Studies 16(2), pp. 183-214.

Case: Eden McCallum: A network-based consulting firm (A), Harvard (2011), 15 pages.
Class Session 11: Comprehensive Review

Last updated on 22-07-2013