Week 1: Introduction: What is Organization
An Overview: Fundamental definitions of: Organization, Organizational Structure, Organizational Design, Why study organization theory, The biological metaphor, Systems perspective, Life cycle perspective;
The Evolution of Organization Theory: Organizational Effectiveness, Dimensions of Organization Structure. Developing a framework, Early contributors of Management Theory: Type 1 theorists: Fredrick Taylor and Scientific Management, Henri Fayol and Principles of Organization, Max Weber and Bureaucracy, Rational Planning Type 2 theorists: Elton Mayo and Hawthorne Studies, Chester Barnard and Cooperative Systems, Douglas McGregor, Theory X and Y; Type 3 theorists, Herbert Simon and Principles Backlash, Katz and Kahn’s Environmental perspective, Type 4 theorists: March and Simon’s Cognitive Limits to Rationality, Pfeffer’s Organizations as Political Arena
Week 2: Introduction:
Organizational Effectiveness (Importance of organizational effectiveness, The goal-attainment approach, The systems approach, The strategic-constituencies approach, The competing-values approach, Comparing the four approaches); Dimensions of Organization Structure (Complexity, Formalization); Why Formalization is important?
Week 3: The Determinants: What Causes Structure
Strategy (What is strategy, types of strategy, Classifying strategic dimensions, Chandler’s strategy-structure thesis, Contemporary strategy-structure theory, Limitations to the strategy imperative, Could strategy follow structure, The industry-structure relationship); Organization Size (Defining organization size, Advocates and critics of the size imperative, Special issues relating to size)
Week 4: The Determinants: What Causes Structure (contd.)
Technology (Influence of industry and size, The common denominator: Routineness, Work-unit level versus organizational level, Manufacturing versus service technologies, Technology and structure); Environment (Defining environment and environmental uncertainty, The environmental imperative, Environment-structure relationship); Power-Control (Strategic choice, Synthesizing power control view, Implications based on the power-control view)
Week 5: Organizational Design: Choosing the Right Structural Form
Organizational Design Options (Case for standard configurations, Common elements in organizations, Simple structure, Machine bureaucracy, Divisional structure, Adhocracy); Bureaucracy: A Closer Look (Weber’s bureaucracy, dysfunctional consequences of bureaucracy)
Week 6: Organizational Design: Choosing the Right Structural Form (contd.)
Bureaucracy: A Closer Look – contd. (Is bureaucracy a structural dinosaur?, Bureaucracies are everywhere); Adhocracy: A Closer Look (The matrix, Theory Z, Collateral form, Network structure, Other examples of adhocracy)
Week 7: Applications: Contemporary Issues In Organization Theory
Managing the Environment (Management’s quest to control its environment, Internal strategies, External strategies, Guidelines for managing the environment);
Managing Organizational Change (Planned change and structural change, A model for managing organizational change, The innovating organization, Descriptive view of organizational change); Managing Organizational Conflict (Defining conflict, Conflict and organizational effectiveness, Sources of organizational conflict)
Week 8: Applications: Contemporary Issues In Organization Theory (contd.)
Managing Organizational Conflict – contd. (Resolution techniques, Stimulation techniques); Managing Organizational Culture (Defining organizational culture, Culture and organizational effectiveness, Culture: A substitute for formalization?, Creating, sustaining and transmitting culture, When cultures collide: mergers and acquisitions, Are cultures manageable?); Managing Organizational Evolution (Managing organizational growth and organizational decline)
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