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2014/2015  KAN-CCMVI2011U  Advanced perspectives in leading and managing organizations

English Title
Advanced perspectives in leading and managing organizations

Course information
Language English
Course ECTS 7.5 ECTS
Type Elective
Level Full Degree Master
Duration Summer
Course period Summer
Timetable Course schedule will be posted at calendar.cbs.dk
Study board
Study Board for MSc in Economics and Business Administration
Course coordinator
  • Course instructor - Dr. Gary Schwarz, Harvard University / NUBS China
    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 30-04-2015
Learning objectives
At the end of the course the student should be able to:
  • Align organizational strategy and structure.
  • Distinguish between leadership and management.
  • Control organizations in an age of empowerment.
  • Adapt organizational culture to a changing environment
  • Apply the instruments of power and persuasion.
  • Analyze team effectiveness.
Course prerequisites
No formal prerequisites
Prerequisites for registering for the exam
Number of mandatory activities: 1
Compulsory assignments (assessed approved/not approved)
Mandatory Mid-term Assignment: Assignment involving an oral group presentation that applies concepts from the first five classes to an existing organization in Class 6.
Examination
4-hour written exam:
Exam ECTS 7,5
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.

 

For the Preliminary Assignment students will complete a questionnaire that allows them to identify their own leadership style. For the Mandatory Mid-term Assignment in Class 6 students working in groups will make oral presentations applying concepts from the first five classes to an existing organization. Each student is expected to participate in the presentations and instructor approval is required prior to topic selection.


Class Schedule

Class Topic
Class 1

Introduction / Strategy and Organization / Preliminary Assignment
Class 2

Managing Organizational Structure
Class 3

Managing Culture
Class 4

Leadership
Class 5

Organizational Control
Class 6 Mandatory Mid-term Assignment
Class 7 Power and Persuasion in Organizations
Class 8

Managing Teams
Class 9

Managing Change
Class 10

Interorganizational Relationships
Class 11

Comprehensive Review

 
Teaching methods
Each of the class topics 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.
Further Information

Preliminary Assignment: To help students get maximum value from ISUP courses, instructors provide a reading or a small number of readings or video clips to be read or viewed before the start of classes with a related task scheduled for class 1 in order to 'jump-start' the learning process.

 

The timetable will be available on http://www.cbs.dk/uddannelse/summer-university-programme/courses in end-December.
Expected literature

Textbook: Daft, Richard L., Jonathan Murphy, and Hugh Willmott (2014). Organization Theory and Design. Stamford: Cengage Learning, Second Edition.

 

Articles

  • Ancona, D., Bresman, H., and Caldwell D. (2009). The X-factor: Six steps to leading high-performing X-teams. Organizational Dynamics 38(3), pp. 217-224.
  • Ancona, D., Malone, T., Orlikowski, W., and Senge, P. (2007). In praise of the incomplete leader. Harvard Business Review 85(2), pp. 92-100.
  • Barney, J. (1986). Organizational culture: Can it be a source of sustained competitive advantage? Academy of Management Review 2(3), pp. 656-665.
  • Cialdini, R. (2001). Harnessing the science of persuasion. Harvard Business Review 79(9), pp. 72-79.
  • Congdon, C. and Gall, C. (2013). How culture shapes the office. Harvard Business Review 91(5), pp. 34-35.
  • Froud, J., Johal, S., Leaver, A., and Williams, K. (2005). General Electric: The conditions of success. Working Paper 5, pp. 1-51. CRESC, University of Manchester. (OPTIONAL)
  • Grandori, A. and Soda, G. (1995). Inter-firm networks: Antecedents, mechanisms and forms. Organization Studies 16(2), pp. 183-214.
  • Gratton, L. (2011). The end of the middle manager. Harvard Business Review 89 (1/2), p. 36.
  • Huckman, R. and Staats, B. (2013). The hidden benefits of keeping teams intact. Harvard Business Review 91(12), pp. 27-29.
  • Kerr, S. (1995). On the folly of rewarding A, while hoping for B. Academy of Management Executive 9(1): 7-14
  • Kotter, J. (2001). What leaders really do. Harvard Business Review 79(11), pp. 85-96.
  • Kotter, J. (2007). Leading change: Why transformation efforts fail. Harvard Business Review 85(1), pp. 96-103.
  • Linstead, S., Fulop, L., and Lilley, S. (2009). Management & Organization (Second Edition). New York: Palgrave  Macmillan. Chapter 10: Leadership and leading, pp. 473-499.
  • McShane, S. L. and Von Glinow, M. A. (2010). Organizational Behavior (Fifth Edition). New York: McGraw-Hill. Chapter 8: Team dynamics, pp. 233-261.
  • Miao, Q., Newman, A., Schwarz, G., and Xu, L. (2014). Servant leadership, trust, and the organizational commitment of public sector employees in China. Public Administration, 92(3), 727-743.
  • Neilson, G. and Wulf, J. (2012). How many direct reports? Harvard Business Review 90(4), pp. 112-119.
  • Newar, D. (2013). Need someone’s help? Ask the person who just turned you down. Harvard Business Review 91(12), pp. 34-35.
  • Peteraf, M. (1993). The cornerstones of competitive advantage: A resource-based view. Strategic Management Journal 14(3), pp. 179-191.
  • Pfeffer, J. (1992). Understanding power in organizations. California Management Review 34(2), pp. 29-50.
  • Simons, R. (2008). Control in an age of empowerment. Harvard Business Review 73(2), pp. 80-88.

 

Cases: Steve Jobs at Apple, Jack Welch at General Electric, Frank Borman at Eastern Airlines, Philips versus Panasonic, NUMMI, Eden McCallum, Celeritas, Mount Everest
Last updated on 30-04-2015