| Course Objectives: |
Topics discussed in this course include: Organizational Effectiveness, Stakeholders, Managers, and Ethics, Organizing in a Changing Global Environment, Basic Challenges of Organizational Design, Designing Organizational Structure, Creating and Managing Organizational Culture, Organizational Design and Strategy in a Changing Global Environment, Organizational Design, Competences, and Technology, Organizational Change, Types and Forms of Organizational Change, Organizational Transformations: Birth, Growth, Decline, and Death, Decision Making, Learning, Knowledge Management, and Information Technology, Innovation, Intrapreneurship, and Creativity. |
| Course Content: |
Bu derste tartışılan konular şunlardır: Örgütsel Etkinlik, Paydaşlar, Yöneticiler ve Etik, Değişen Küresel Ortamda Örgütlenme, Örgütsel Tasarımın Temel Zorlukları, Örgütsel Yapıyı Tasarlamak, Örgüt Kültürünü Yaratmak ve Yönetmek, Değişen Küresel Çevrede Örgütsel Tasarım ve Strateji, Örgütsel Tasarım, Yeterlilikler ve Teknoloji, Örgütsel Değişim, Örgütsel Değişim Türleri ve Biçimleri, Örgütsel Dönüşümler: Doğum, Büyüme, Düşüş ve Ölüm, Karar Verme, Öğrenme, Bilgi Yönetimi ve Bilgi Teknolojisi, Yenilik, İç Girişimcilik ve Yaratıcılık. |
| Week |
Subject |
Related Preparation |
| 1) |
• Explain why organizations exist and the purposes they serve.
• Describe the relationship between organizational theory and organizational design and change, and differentiate between organizational structure and culture.
• Understand how managers can utilize the principles of organizational theory to design and change their organizations to increase organizational effectiveness.
• Identify the three principal ways in which managers assess and measure organizational effectiveness.
• Appreciate the way in which several contingency factors influence the design of organizations.
|
none |
| 2) |
• Identify the various stakeholder groups and their interests or claims on an organization.
• Understand the choices and problems inherent in distributing the value an organization creates.
• Appreciate who has authority and responsibility at the top of an organization, and distinguish between different levels of management.
• Describe the agency problem that exists in all authority relationships and the various mechanisms, such as the board of directors and stock options, which can be used to help control illegal and unethical managerial behavior.
• Discuss the vital role that ethics plays in constraining managers and employees to pursue the goals that lead to long-run organizational effectiveness.
|
Read Chapter 1 (Jones, 2013) |
| 3) |
• List the forces in an organization’s specific and general environment that give rise to opportunities and threats.
• Identify why uncertainty exists in the environment.
• Describe how and why an organization seeks to adapt to and control these forces to reduce uncertainty.
• Understand how resource dependence theory and transaction cost explain why organizations choose different kinds of inter-organizational strategies to manage their environments to gain the resources they need to achieve their goals and create value for their stakeholders.
|
Read Chapter 2 (Jones, 2013)
Search business magazines, such as Fortune or Businessweek, for an example of ethical or unethical behavior, and use the material in the chapter to analyze it.
|
| 4) |
• Describe the four basic organizational design challenges confronting managers and consultants.
• Discuss the way in which these challenges must be addressed simultaneously if a high performing organizational structure is to be created.
• Distinguish among the design choices that underlie the creation of either a mechanistic or an organic structure.
• Recognize how to use contingency theory to design a structure that fits an organization’s environment.
|
Read Chapter 3 (Jones, 2013)
Pick an organization, such as a local travel agency or supermarket. Describe its organizational domain; then draw a map of the forces in its general and specific environments that affect the way it operates.
|
| 5) |
• Explain why a hierarchy of authority emerges in an organization and the process of vertical differentiation.
• Discuss the issues involved in designing a hierarchy to coordinate and motivate organizational behavior most effectively.
• Understand the way in which the design challenges such as centralization and standardization provide methods of control that substitute for the direct, personal control that managers provide and affect the design of the organizational hierarchy.
• Appreciate the principles of bureaucratic structure and explain their implications for the design of effective organizational hierarchies.
• Explain why organizations are flattening their hierarchies and making more use of empowered teams of employees, both inside and across different functions.
|
Read Chapter 4 (Jones, 2013)
Draw an organizational chart of your business school or college. Outline the major roles and functions. How differentiated is it? Do you think the distribution of authority and division of labor are appropriate?
|
| 6) |
• Explain why most organizations initially have a functional structure and why, over time, problems arise with these structures that require a change to a more complex structure.
• Distinguish among three kinds of divisional structures (product, geographic, and market), describe how a divisional structure works, and explain why many organizations use this structure to coordinate organizational activities and increase their effectiveness.
• Discuss how the matrix and product team structures differ, and why and when they are chosen to coordinate organizational activities.
• Identify the unique properties of network structures and the conditions under which they are most likely to be selected as the design of choice.
|
Read Chapter 5 (Jones, 2013)
Choose a small organization in your city, such as a restaurant or school, and draw a chart showing its structure. Do you think the number of levels in its hierarchy and the span of control at each level is appropriate? Why or why not?
|
| 7) |
• Differentiate between values and norms; understand the way culture is shared by an organization’s members, and why organizations have different types of culture.
• Describe how individuals learn culture both formally (that is, the way an organization intends them to learn it) and informally (that is, by seeing what goes on in the organization).
• Identify the four building blocks or foundations of an organization’s culture that account for cultural differences among organizations.
• Understand how an organization’s culture, like its structure, can be designed or managed.
• Discuss an important outcome of an organization’s culture: its stance on corporate social responsibility.
|
Read Chapter 6 (Jones, 2013) |
| 8) |
midterm exam |
study for midterm exam |
| 9) |
• Identify the ways managers can use functional-level strategy to develop core competences that allow an organization to create value and give it a competitive advantage.
• Explain how the way managers combine their organization’s distinctive competences can create a successful business-level strategy that allows them to compete for scarce resources.
• Differentiate among the corporate-level strategies companies can use to enter new domains where they can continue to grow and create value.
• Appreciate the importance of linking strategy to structure and culture at each level—functional, business, and corporate—to increase the ability to create value.
• Understand how global expansion strategies allow an organization to seek new opportunities to take advantage of its core competences to create value for stakeholders
|
none |
| 10) |
• Identify what technology is and how it relates to organizational effectiveness.
• Differentiate among three different kinds of technology that create different competences.
• Understand how each type of technology needs to be matched to a certain kind of organizational structure if an organization is to be effective.
• Understand how technology affects organizational culture.
• Appreciate how advances in technology, and new techniques for managing technology, are helping increase organizational effectiveness.
|
Read Chapter 8 (Jones, 2013)
Pick an organization like a restaurant or a department store and analyze how it might pursue (a) a market penetration strategy, (b) a product development strategy, and (c) a market development strategy.
|
| 11) |
• Understand the relationship among organizational change, redesign, and organizational effectiveness.
• Distinguish among the major forms or types of evolutionary and revolutionary change organizations must manage.
• Recognize the problems inherent in managing change and the obstacles that must be overcome.
• Describe the change process and understand the techniques that can be used to help an organization achieve its desired future state.
|
Read Chapter 9 (Jones, 2013) |
| 12) |
• Appreciate the problems involved in surviving the perils of organizational birth and what actions founders can take to help their new organizations survive.
• Describe the typical problems that arise as an organization grows and matures, and how an organization must change if it is to survive and prosper.
• Discuss why organizational decline occurs, identify the stages of decline, and describe how managers can work to prevent the failure and even the death or dissolution of an organization
|
Read Chapter 10 (Jones, 2013)
Find an example of a company that has recently gone through a major change. What type of change was it? Why did the organization make the change, and what does it hope to achieve from it?
|
| 13) |
• Differentiate among several models of decision making that describe how managers make decisions.
• Describe the nature of organizational learning and the different levels at which learning occurs.
• Explain how organizations can use knowledge management and information technology to promote organizational learning and improve the quality of their decision making.
• Identify the factors, such as the operation of cognitive biases that reduce the level of organizational learning and result in poor decision making.
• Discuss some techniques that managers can use to overcome these cognitive biases and thus open the organization up to new learning.
|
Read Chapter 11 (Jones, 2013)
Choose an organization or business in your city that has recently closed, and analyze why it failed. Could the organization have been turned around? Why or why not?
|
| 14) |
• Describe how innovation and technological change affect each other.
• Discuss the relationship among innovation, intrapreneurship, and creativity.
• Understand the many steps involved in creating an organizational setting that fosters innovation and creativity.
• Identify the ways in which information technology can be used to foster creativity and to speed innovation and new product development.
|
Read Chapter 12 (Jones, 2013) |
| 15) |
final exam |
study for final exam |
ISTANBUL OKAN UNIVERSITY INFORMATION PACKAGE / COURSE CATALOGUE
