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2012/2013  BA-HA_HU8L  Leading and Managing Organizations

English Title
Leading and Managing Organizations

Course information
Language English
Exam ECTS 7.5 ECTS
Type Elective
Level Bachelor
Duration Summer
Course period NOTE: The course schedule is at the moment ONLY available at www.cbs.dk/summer
Time Table Please see course schedule at e-Campus
Study board
Study Board for BSc in Economics and Business Administration
Course coordinator
  • Faculty - Gary Schwarz, NUBS China/Harvard University
    Patricia Plackett - Department of Operations Management
Main Category of the Course
  • Organization
Last updated on 13-06-2012
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 trade-offs 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.
Examination
Leading and Managing Organizations
4-hour written exam :
Type of test Written Exam
Marking scale 7-step scale
Second examiner No second examiner
Exam period Summer Term
Aids Closed Book
Duration 4 Hours
Mandatory Feedback Assignment:
Students need to participate in a mandatory 10-minute oral group presentation about a case study in order to qualify for the exam.
Course content
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.
Expected literature

Linstead, S., Fulop, L., and Lilley, S. (2009). Management and Organization (Second Edition). New York: Palgrave  Macmillan.

Daft, R. L. (2009). Organization Theory and Design (Tenth edition). Stamford: Cengage Learning
 
Class Session 1: Introduction / Managing Culture
 
Readings:

Linstead et al., Chapter 3

 
Case: How to Change a Culture: Lessons From NUMMI. MIT Sloan Management Review Vol. 51 (2): 63-68.
 
Class Session 2:  Managing Organizational Structure
 
Readings:
Linstead et al., Chapter 4
 
Case: Beijing EAPs Consulting Inc., Ivey (909C05), 9 pages.
 
Class Session 3: Power and Politics in Organization
 
Readings:
Linstead et al., Chapter 6
 
Class Session 4: Organizational Control
 
Readings:
Linstead et al., Chapter 7
Kanter, R. (2008). Transforming giants. Harvard Business Review, January, 43-52.
 
Case: GE’s Two-Decade Transformation: Jack Welch’s Leadership, Harvard (399150), 24 pages.
 
Class Session 5: Leadership and Leading
 
Readings:
Linstead et al., Chapter 10
Kotter, J. P. (2001). What Leaders Really Do. Harvard Business Review, December, 3-12.
 
Class Session 6: Managing Teams
 
Readings:
Linstead et al., Chapter 11
 
Case: Leo Burnett Co. Ltd.: Virtual Team Management, Ivey (903M52), 19 pages.
 
Class Session 7: Managing Change
 
Readings:
Linstead et al., Chapter 13
Kotter, J. P. (2007). Leading Change: Why Transformation Efforts Fail. Harvard Business Review, January, 3-14.
 
Class Session 8:  Decision Making in Organizations
 
Readings:
Linstead et al., Chapter 14
 
Case: Morgan (in Linstead et al.).
 
Class Session 9: Managing Strategically
 
Readings:
Linstead et al., Chapter 15
 
Class Session 10: Interorganizational Networking / Course Review

Readings:
Linstead et al., Chapter 16
 
Case: eBay Partner Network (A), Harvard (910008), 14 pages.
 
 
Note: The required course readings are approximately 500 pages. Two cases are from Harvard Business School Publishing and two from the Ivey School of Business.
Last updated on 13-06-2012