ADMS 4010 – Fall 2011

Organization and Administrative Theory
(REVISED)

CLASS:Thursdays - 7 – 10 pm

Location:CB 129

Course Director:

Ken Ogata
416-736-2100 x 22864
203 Atkinson
ogata@yorku,ca
Office Hours: Thursdays – 5 - 6 pm or by appointment.

COURSE DESCRIPTION

This course is intended to provide you with a macro ‘big picture’ perspective on organizations. The focus will be upon the theory informing how individual and groups of organizations are designed, managed, and function, and the role of environmental influences (e.g. government legislation) upon organizations. We will review the history of administrative thought on organizations, noting how past theories shape the way we currently think about and manage organizations. We will also address current issues and recent theories about organizations, and the relationship between organizations and society (such as the recent financial crisis). The issues, ideas and theories presented are intended to develop your ability to analyze and understand the dynamics of organizations, and the implications of how organization structure shapes these dynamics.

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. The broader environment within which organizations are situated also influences how organizations function by both permitting and constraining certain actions. Notwithstanding these constraints, organizations represent arenas of considerable variation, where organizational actions are determined as much by how members within act and react in response to various influences.

Purpose and Objectives:
The 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 will 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. 2009. Organization Theory & Design, 1st Canadian Edition. Nelson.

Additional Readings:

Several additional readings have been assigned. These readings are listed below under the course schedule and on the course website. Referenced readings are available online through the library or company websites. This list will be subject to change in respond to changing events within the real world. Please refer to the website list for the latest official version.

  1. Handy, Charles. 2002. What’s a business for? Harvard Business Review. Dec. 2002, p. 49.
  2. deGeus, Arie. 1997. The living company. Harvard Business Review. Mar/Apr 1997, p. 51.
  3. Lewis, M. 2008. The End. Portfolio.
  4. Porter, M.E. 1996. What is Strategy? Harvard Business Review. November-December 1996. p. 61 – 78.
  5. Gladwell, M. 2003. Connecting the Dots. New Yorker, March 10, 2003.
  6. Collins, J.C. and Porras, J.I. 1996. Building your company’s vision. Harvard Business Review. Sept/Oct. 1996, p. 65 – 77.
  7. Gladwell, M. 2007. The Formula. New Yorker, January 8, 2007.
  8. 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, watching televised business reports, and reading the popular business press (e.g. Fortune, Economist, Fast Company) is strongly recommended.

ASSIGNMENTS AND GRADES

Weighting of the Course:

Participation – 20%

Individual Experience Paper - 20%

Team Presentation - 40%

Final Exam - 20%

Participation:

As this is a seminar style course, students are expected to participate in class. A class participation mark of 20 percent 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. In cases where team members have significant differences, each member will submit their own individual evaluation. 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 proper 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 on the date specified. 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 Paper (20%)

Each student will submit a paper (maximum of 5 pagessingle-spaced, plus up to 3 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 during the course (e.g. strategy, culture), supplemented by concepts and theories from other chapters and/or courses. This paper is worth 20% and is due on October 20.

The purpose of this assignment is to attempt 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 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 two class presentations during the term on topics related to the material in the course. 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 chosenCanadian organization (first-come, first-served). Your presentation should provide a brief description of the organization, and identify the key problems/issues/challenges going forward. Each team will have 15 minutes to present. The first presentations are scheduled for October 6, and are worth 10%. The organization must be chosen by September 22. Members cannot use the same organization for their individual paper as their group presentation.

For the second presentation, you will provide options and recommendations on how to prepare the organization for success in the future (maintain current success or become successful). Each team will have 30 minutes to present. Half of the teams will present on November 17, the rest on November 24. These presentations are worth 20%, and the report 10%. Teams will also submit a 6-page report (single spaced plus up to 4 pages of appendices) of their recommendations, plus a 1 page executive summary. These reports are due on November 24.

All team members will share the team presentation mark awarded, subject to any team participation issues (as noted above).

SCHEDULE OF CLASSES

This course will be run as a seminar/workshop where students are expected to come to class prepared to discuss the readings particularly when cases or readings are scheduled. Students should also be prepared to share their opinions and experiences with organizations with others (both good and bad). Class time will involve a combination of lectures, class discussions and exercises, group presentations, and case discussions. I will not necessarily cover all of the material; however, you are responsible for all of the material assigned or discussed in class. The schedule of course content is subject to change, subject to the discussion of significant relevant real-world events that may arise. Please check the website for changes to the schedule.

Class / Date / Agenda / Additional Readings
1 / Sept. 8 / Ch. 1 – Introduction / Case - Product X (p. 316)
2 / Sept. 15 / Management History
Ch. 3 – Org. structure and design / Handy, 2002
3 / Sept. 22 /

Ch. 4 - Environment

Ch. 9 – Organizational life cycle

/ de Geus, 1997
Lewis, 2008
4 / Sept. 29 / Ch. 2 – Strategy and industry
Ch. 7 – Manufacturing and Service Technologies / Porter, 1996
Blue Ocean Strategy
5 / Oct. 6 / Ch. 10 – Culture and ethics
Individual Assignment due / Collins and Porras, 1996
Gladwell, 2007
6 / Oct. 13 / READING WEEK (No class)
7 / Oct. 20 / Team Presentations (All)
8 / Oct. 27 / Ch. 12 – Decision making processes
Ch. 13 – Politics, power and conflict / Gladwell, 2003
9 / Nov. 3 / Ch. 11 – Change and innovation / Collins, 2001
10 / Nov. 10 / Case Discussions and Review / Case: Product X
Case: Multicom
11 / Nov. 17 / Team Presentations (T 1-4)
12 / Nov. 24 / Team Presentations II (T 5-8)
Team Reports due
13 / Dec. 1 / Final Exam (in class)

Outline4010-F11.doc1