UNIVERSITY OF SOUTHERN CALIFORNIA
MARSHALL SCHOOL OF BUSINESS
MOR 461 - DESIGN OF EFFECTIVE ORGANIZATIONS
FALL 2011 (DRAFT)
Instructor: Robert B. Turrill, PhD
Class time: Tu/Th, 12:00 to 1:50 pm
Office: Bridge Hall 303D
Office hours: Tuesday 2:30 to 5:30 and by appointment
Office phone: (213) 740-0732
Office fax: (213) 740-3582
e-mail:
Text: ORGANIZATION THEORY AND DESIGN, R. L. Daft,
South-Western Cengage Learning, 10th ed., 2010.
Course reader – Cases (available in book store)
INTRODUCTION
This course is intended to increase your understanding of the nature and purpose of organizations and how and why approaches to organization design change. This course is useful both for students interested in management as well as those interested in consulting. Organizational structure, processes, effectiveness, and the impact on individual member development and stakeholder expectations will be the major focal points of the course. The need for organizational change and innovation against the backdrop of traditional organizational theory will be analyzed and new organizational forms examined.
OBJECTIVES
At the end of the semester, you should be able to:
1. Identify and understand various organizational components and their relationship to one another (an understanding of systemic relationships and consequences).
2. Analyze, assess, and diagnose organizational effectiveness, including organizational culture and values.
3. Develop a framework for changing design elements and relationships.
4. Understand principles of designing organizations and other events or activities.
5. Understand how management and organization design can lead to strategic advantage.
6. Understand issues of implementation of various design strategies and interventions.
7. Understand the relationship between leadership, organizational design, and effectiveness.
The general objective of the course is to help students become good analysts of organizational structure and process, learning effective tools of design as well as of implementation, whether they wish to become successful consultants to organizations or effective leaders and managers of organizations.
MOR 461 – COURSE OUTLINE AND ASSIGNMENTS – p. 2
Reading and case analyses are assigned for most class sessions. Questions will be assigned as we progress for each case to direct your analysis and understanding. You are expected to read and analyze each case before coming to class. For two cases, you will submit a complete analysis (7 to 10 pages, double-spaced), September 16 & November 4.
WEEK DATE TOPIC READINGS & CASES
1 Aug 23 Introduction to the course and organization design
25 Organizations as systems of action Read Ch 1; Sun Hydraulics (Abridged) case
2 Aug 30 Strategic management Read Ch 2
Meet in the ELC in Bridge Hall
Sep 1 Organizational effectiveness Foundation for Calif.
Guest speaker Community Colleges case
3 Sep 6 Strategy and structure Read Ch 3; C&C Grocery
Stores case, p. 129
8 Old and new logic of organizations Aquarius Advertising
Agency case, p 132
4 Sep 13 Structure and the environment Read Ch 4
15 Mechanistic and organic structures Paradoxical Twins case,
Written analysis due p. 168
5 Sep 20 Technology and design Read Ch 7
Meet in the ELC in Bridge Hall
22 Job design, socio-technical systems, Acetate Dept
and motivation case, p. 288
6 Sep 27 Organizational size, structure, and control Read Ch 9
Sunflower case, p. 364
29 Organizational control Appex Corp case
7 Oct 4 Inter-organizational structures Read Ch 5
6 Strategic alliances Corning Incorp:
Alliances case
MOR 461 – COURSE OUTLINE AND ASSIGNMENTS – p. 3
8 Oct 11 Network structures pp. 119 – 122 (reread)
Meet in the ELC in Bridge Hall
13 Mid-term exam
9 Oct 18 Impact of IT on organizational design; Read Ch 8
Guest speaker
20 Learning organizations; team-based design Quantum Corp. case
10 Oct 25 Organizational culture Read Ch 10
Meet in the ELC in Bridge Hall
27 Organizational change and culture Lands’ End case
11 Nov 1 Organizational innovation Read Ch 11
Guest speaker
3 Organizational leadership Shoe Corp of Ill.
Written analysis due case, p. 441
12 Nov 8 Decision-making styles and processes Read Ch 12
Meet in the ELC in Bridge Hall Executive Decision-Making
at GM case
10 Problem-solving and creativity
Guest speaker
13 Nov 15 Organizational power and politics Read Ch 13
17 Organizational conflict Custom Chip case, p. 544
14 Nov 22 Global organizational structures Read Ch 6
Asea Brown Boveri case
24 Thanksgiving
15 Nov 29 Project presentations
Dec 1 Project presentations
Dec 2 Written projects due
13 Final exam, 11 – 1 pm
MOR 461 – COURSE REQUIREMENTS AND EVALUATION – p. 4
EXAMS: Mid-term exam (on text and class material) 20%
Final exam (case) 20%
TEAM PROJECTS:
Organizational assessment project 20%
(Written analysis and presentation in class)
Team case analysis and presentation 10%
(Each team selects one of the scheduled cases
to write-up and discuss in class the day
the case is scheduled.)
INDIVIDUAL WORK:
Written case analyses (two @ 10% each) 20%
Class participation and preparation including
attendance, case discussions, and other
contributions to the class and to your teams 10%
Total 100%
Course requirements are designed to keep you prepared and involved in the daily case discussions and other activities of the class. Your attendance, preparation, and participation are essential to contribute to the success of the course for all. Attendance will be recorded each day, and you are expected to be present the entire class, and on time, to receive credit for attendance. Excessive absences (more than three) will negatively affect your final grade in the course. Each absence over three will reduce your course grade by one-third of a grade, e.g., from a B to a B-.
During case discussions and presentations of material and cases, laptops should be closed and electronic devices and cell phones should be turned off.
Each graded assignment will be evaluated on a 10-point scale where 9-10 is an “excellent” analysis, case, or project. This allows for everyone to do well on any particular assignment, e.g., the team project. Final course grading will be in accordance with the policy of the Marshall School of Business, which is a 3.3 for an elective course (no longer a rigid target). Peer evaluation will be available for team use to adjust team case and project grades based on individual member contribution and performance.
ACADEMIC INTEGRITY: Academic integrity policies, the description of prohibited behavior, and the appropriate sanctions are described in the SCAMPUS Guidebook for Students. If there are questions concerning any of the assignments, please ask the instructor in advance of the assignment due date.
STUDENTS WITH DISABILITIES: Any student requesting accommodation based on a disability must register with the Disability Services and Programs (DSP) each semester – (213)740-0776; STU 301.