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2015/2016  BA-BHAAI1016U  Foundational Perspectives in Leading and Managing Organizations

English Title
Foundational Perspectives in Leading and Managing Organizations

Course information
Language English
Course ECTS 7.5 ECTS
Type Elective
Level Bachelor
Duration Summer
Start time of the course Summer
Timetable Course schedule will be posted at calendar.cbs.dk
Study board
Study Board for BSc in Economics and Business Administration
Course coordinator
  • Sven Bislev - MSC
Course instructor:
Main academic disciplines
  • Management
  • Organization
  • Strategy
Last updated on 10/08/2017
Learning objectives
To achieve the grade 12, students should meet the following learning objectives with no or only minor mistakes or errors:
  • Align organizational strategy and structure.
  • Assess organizational decision-making.
  • Manage change effectively.
  • Design inter-organizational relationships.
  • Control organizations in an age of empowerment.
  • Understand how to shape organizational culture.
Course prerequisites
No prerequisites.
Prerequisites for registering for the exam
Number of mandatory activities: 1
Compulsory assignments (assessed approved/not approved)
The examination is mandatory. A feedback activitity defined by the course instructor will take place app. half-way through the course.
A preliminary assignment, to be completed before arrival, is offered to fulfil the 7.5 ECTS.
Examination
Foundational perspectives in leading and managing organizations:
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, Ordinary exam: 1-5 August 2016
Retake exam: Within two months from the ordinary exam.
Aids allowed to bring to the exam Open book: all written and electronic aids, including internet access
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.
4 hour written sit-in exam with a new exam question
Course content and structure

This course highlights the critical components involved in analyzing the strategy, structure, and culture of an organization, as well as issues related to leading, motivating, and influencing people in organizations. The course emphasizes how employees both shape and are shaped by the organizational context and provides students with the tools and understanding to analyze, diagnose, and respond to crucial and complex organizational situations. In order to do so, the course examines different theories and schools of organizational design. In particular, it analyzes how management strategies provide firms with sustainable competitive advantage and how organizational structures and routines influence the effective execution of these strategies. How globalization impacts organizational design and how companies deal with inter-organizational relationships is also addressed.

 

For the Preliminary Assignment students will complete a questionnaire to assess their own leadership style in Class 1. 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

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

Feedback Activity:

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 is available on http://
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.
  • Cialdini, R. (2001). Harnessing the science of persuasion. Harvard Business Review 79(9), pp. 72-79.
  • 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.
  • Simons, R. (2008). Control in an age of empowerment. Harvard Business Review 73(2), pp. 80-88.

Cases: Apple, Celeritas, Eastern Airlines, Eden McCallum, General Electric, Mount Everest, Philips versus Matshushita, Toyota versus General Motors
Last updated on 10/08/2017