• 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

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.

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

Daft, R. L. (2009). Organization Theory and Design (Tenth edition) European edition isbn 9781844809905.
Stamford: Cengage Learning

 
Class Session 1: Introduction / Managing Culture
 
Readings:

Linstead et al., Chapter 3

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

 
Case: How to change a culture: Lessons from NUMMI. MIT Sloan Management Review 51(2): 63-68.

Class Session 2:  Managing Organizational Structure
 
Readings:
 

• Linstead et al., Chapter 4
• Fiedler, M. and Welpe, I. (2010). How do organizations remember? The influence of organizational structure on organizational memory. Organization Studies 31(4): 381-407.

 
Case: Beijing EAPs Consulting Inc., Ivey (909C05), 9 pages.
 
Class Session 3: Power and Politics in Organization
 
Readings:
 

• Linstead et al., Chapter 6
• Pfeffer, J. (1992). Understanding power in organizations. California Management Review 34(2): 29-50.

 
Class Session 4: Organizational Control
 
Readings:
 

• Linstead et al., Chapter 7
• Kanter, R. (2008). Transforming giants. Harvard Business Review 86(1):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. (2001). What leaders really do. Harvard Business Review 79(11): 85-96.

 
Class Session 6: Managing Teams
 
Readings:
 

• Linstead et al., Chapter 11
• Wageman, R. (2001). How leaders foster self-managing team effectiveness: Design choices versus hands-on coaching. Organization Science 12(5): 559-577.

 
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 85(1): 96-103.
• Ferlie, E., Fitzgerald, L., Wood, M. and Hawkins C. (2005). The (non) spread of innovations: The mediating role of professionals. Academy of Management Journal 48(1): 117-134.

 
Class Session 8:  Decision Making in Organizations
 
Readings:
 

• Linstead et al., Chapter 14
• Christensen, M. and Knudsen, T. (2010). Design of decision-making organizations. Management Science 56(1): 71-89.

 
Case: Morgan (in Linstead et al.).
 
Class Session 9: Managing Strategically
 
Readings:
 

• Linstead et al., Chapter 15
• Peteraf, M. (1993). The cornerstones of competitive advantage: A resource-based view. Strategic Management Journal 14(3): 179-191.

 
Class Session 10: Interorganizational Networking / Course Review

Readings:
 

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

 
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.