Course Outline:
ADMS 4010 – Winter 2013
Organization and Administrative Theory
DRAFT
CLASS:Tuesdays - 4 – 7 pm
Location:TBA
Course Director
Ken Ogata
416-736-2100 x 22864
203 Atkinson
Office Hours: Tuesdays – 2 - 3:30 pm
COURSE DESCRIPTION
This course is intended to provide you with a macro ‘big picture’ perspective on organizations. The focus will be upon the theories informing how individual and groups of organizations are designed, managed, and function. It also examines the influence of environmental factors (e.g. government, economy) upon organizations.
We will review the history of administrative thought, noting how past theories shape the way we currently think about and manage organizations. Understanding the history of management thought and the assumptions underlying how organizations are structured is important as these factors influence how they operate and correspondingly how people within them act. Both the environment and organizational structure shape how organizations function by allowing and constraining various actions by managers, employees and members.
We will also address current issues and recent theories about organizations, and the relationship between organizations and society. The issues, ideas and theories presented are intended to develop your ability to analyze and understand organizational dynamics.
Purpose and Objectives:
This course is intended to provide a blend of both theoretical and practical insights into organizations, drawing upon the academic literature and real world examples. In order to derive the maximum benefit from this course, students are encouraged to approach the various topics with an open yet critical mind, to seriously consider the various opinions and perspectives presented, and to reflect upon the implications of each of the perspectives.
This course is also intended to help you as students translate the formal knowledge you have gained through your studies thus far and apply it to the real world of practice. At the end of this course students should have:
- A strong understanding of the different theoretical approaches to understanding organizing and organizations
- An appreciation of how structural and situational factors can constrain managers’ ability to effect action.
- Develop techniques to analyze organizing processes and identify skills that can increase your effectiveness organizing and participating in organizations.
- Practical experience translating theory into practice, and understanding the limitations of theory in practice.
- Practical experience expressing your thoughts and opinions about organizations.
REQUIRED TEXTBOOK AND READINGS
Daft, R.L. and A. Armstrong. 2012. Organization Theory & Design, 2nd Canadian Edition. Nelson.
Additional Readings:
Several additional readings have been assigned. These readings are also listed on the course schedule. Referenced readings are available online through the library. This list is subject to change in response to events in the real world.
- Handy, Charles. 2002. What’s a business for? Harvard Business Review. Dec. 2002, p. 49.
- Porter, M.E. 1996. What is Strategy? Harvard Business Review. November-December 1996. p. 61 – 78.
- Kim, W.C. and Mauborgne, R. 2004. Blue Ocean Strategy. Harvard Business Review. Oct. 2004. p. 76-85.
- deGeus, Arie. 1997. The living company. Harvard Business Review. Mar/Apr 1997, p. 51.
- Gladwell, M. 2003. Connecting the Dots. New Yorker, March 10, 2003.
- Collins, J.C. and Porras, J.I. 1996. Building your company’s vision. Harvard Business Review. Sept/Oct. 1996, p. 65 – 77.
- Gladwell, M. 2007. Open Secrets. New Yorker, January 8, 2007.
- Collins, Jim. 2001. Good to great. Fast Company. Oct. 2001, p. 90.
Students are expected to read and be prepared to discuss these readings and other course materials assigned for each class. Students may be tested on these additional materials. You are also expected to keep yourselves informed about major current business issues/stories. Reading the business section of major newspapers (hardcopy or online), watching televised business reports, and reading the popular business press (e.g. Fortune, Economist, Fast Company).
ASSIGNMENTS AND GRADES
Weighting of the Course:
Participation – 20%
Individual Experience Papers - 30%
Team Presentation - 30%
Final Exam - 20%
Participation:
As this is a seminar style course, students are expected to participate in class. A class participation mark of 20% towards your final grade will be assigned. Both the extent of involvement in class discussions as well as the quality of contribution made will be taken into consideration in arriving at the grade. One’s presence in class, while obviously a prerequisite for participation, is not sufficient on its own to guarantee a satisfactory grade. It is, however, better than being absent for no legitimate reason.
Students can demonstrate their preparation by asking questions, challenging the material presented, and integrating the concepts from the readings into their comments. Class discussions provide the opportunity to practice speaking and develop persuasive skills in a group setting, as well as the ability to listen and respond effectively (a key skill for you as future managers).
In addition, participation marks will be awarded based upon your group participation. Each team will submit a peer evaluation form with their final report. Significant team dynamic issues may result in the loss of individual participation marks. Severe cases may result in the loss of team presentation marks.
ASSIGNMENTS AND PRESENTATIONS
Written Assignment Guidelines:
All written assignments must be typed using 12 point font with 1 inch margins. Papers must conform to the page limits specified (I stop marking when the limit is reached). Papers must be properly cited and include a bibliography (using a typical citation standard – e.g. APA, MLA). Papers will be marked for proper spelling, punctuation and grammar (this is an important business skill). Papers may also be submitted to Turnitin.com for review.
Assignments should be submitted in hard copy, and are due at the beginning of class. Email submissions will be accepted, but will be recorded as received based upon the time/date indicated on the system (system glitches and other technical problems with delivery are not an excuse). Papers will lose 10% for each day they are late (e.g. a paper submitted two days late could only receive a maximum grade of 80%).
Individual Experience Papers (30%)
Each student will submit two papers worth 15% each (maximum of 3 pagessingle-spaced, plus up to 2 pages of appendices) analyzing and critiquing an organization that you have been associated with (e.g. work, volunteer, team, or school). Your analysis should focus upon one of the chapters covered, supplemented by theories and concepts from other sources and/or courses.
The first paper is due on February5,and should focus on one of Chapters 2, 3, 4, or 9.
The second paperisdue onMarch 5, and would focus on one of Chapters 10, 11, 12, or 13.
The purpose of this assignment is to apply the theories discussed to better understand your respective organization (real world application). Your paper should include a description of the organization, your connection/role with the organization, your general assessment of how it fits (or does not fit) with the concepts/theories covered and why, and whether the theories help you better understand why your organization functions the way it does.
Team Presentations:
Students will be divided into teams of about 6. Each team will be required to make a class presentationand submit a report on your chosen organization. These presentations are intended to relate the material in the course to real world examples. Teams will be assessed based upon the quality of information presented (e.g. description, analysis), plus your professionalism, creativity and originality. You may use whatever media or format you wish. Please provide a copy of your PowerPoint slides or handouts prior to your presentation.
The first presentation will involve describing your chosen Canadian organization (first-come, first-served). Canadian public corporations include those listed in the Report on Business list ( but do not include subsidiaries of non-Canadian firms (e.g. IKEA Canada). You may also choose a non-profit organization, or a privately held corporation ( The organization must be chosen by January 22. Members cannot use the same organization for their individual paper as their group presentation.
Your presentation should provide a brief description of the organization, identify the key problems/issues/challenges, and provide options and recommendations on how to make your organization successful in the future. Each team will have 30 minutes to present. Half of the teams will present on March19, the rest on March26. These presentations are worth 20%. Teams will also submit a 10-page (single spaced) report of their recommendations (plus1 page executive summary, and up to 4 pages of references and appendices – max. of 15 pages total). These reports are due on March 26 for all teams.
All team members will share the team presentation mark, subject to any team participation issues. If there are team dynamic issues, each member willindividually submit a peer evaluation form (see website). Please note that teams are expected to be self-managed, and I will not mediate any internal disputes.
OUTLINE OF CLASSES
This course will be run as a seminar/workshop where students are expected to come to class prepared to discuss the readings. Students should also be prepared to share their opinions and experiences (both good and bad). Classesmay involve a combination of lectures, class discussions and exercises, group presentations, and case discussions. I may not cover all of the material in class, but you are still responsible for anything noted in class or on the course outline.
Class / Date / Agenda / Additional Readings1 / Jan 8 / Ch. 1 – Introduction / Case - Product X (p. 316)
2 / Jan 15 / Management History
Ch. 3 – Org. structure and design / What’s a business for?
3 / Jan 22 / Ch. 2 – Strategy and industry
Form Teams / What is strategy?
Blue Ocean Strategy
4 / Jan 29 /
Ch. 4 - Environment
Ch. 9 – Organizational life cycle
/ The living company5 / Feb5 / Ch. 12 – Decision making processes
Individual Assignment I due / Connecting the dots
6 / Feb 12 / Ch. 10 – Culture and ethics / Building your company’s vision
Open secrets
7 / Feb 19 / Reading Week (no class)
8 / Feb 26 / Ch. 11 – Change and innovation / Good to great
Steve Jobs
9 / Mar 5 / Ch. 13 – Politics, power and conflict
Ch. 7 – Manufacturing technologies
Individual Assignment II due
10 / Mar 12 / Case Discussion and Review / Case: Product X
11 / Mar 19 / Team Presentations (T 1-4)
12 / Mar 26 / Team Presentations II (T 5-8)
Team Reports due
13 / Apr 2 / Final Exam (in class)
ADMS 4010-W13 Outline.doc1