AØKA08026U Summerschool Organization Theory

Volume 2014/2015
Education

BSc in Economics
MSc in Economics

Content

The course focuses on work organizations, both Business organizations (private firms) and organizations within the public sector. A number of organizational theories are presented, from the more classical approaches such as Scientific Management, Administrative Principles and Human Relations to more recent approaches such as Open Systems, Resource Based View and Chaordic Systems. Other views such as Social Constructionism, Psychodynamics and the Requisite Organization are also explored. Various aspects of organizations such as structure, processes and culture are covered. Strengths and weaknesses of the theories are discussed among other things based on empirical research. Organization theory is an interdisciplinary field and the course draws on perspectives from different social science disciplines. A central theme is organizational structure, in other words, how work in an organization is divided into jobs, departments and hierarchical levels and how coordinated effort is achieved. A number of structural forms are discussed such as the simple structure, machine bureaucracy, professional bureaucracy, adhocracy and the divisional form. It is discussed how in particular organizational strategy, size, technology and environment influence the structure of an organization. Both so-called rational and natural theories are discussed. A special theme concerns the choice between market and hierarchy in coordination of economic activity. This leads to a discussion of mergers and acquisitions, outsourcing, virtual organization and hybrids between market and hierarchy such as strategic alliances and networks. Informal structure and group dynamics are also touched upon together with organizational culture comprising the values and basic assumptions of organizational members. The influence of informal structure and culture on the performance of the organization is discussed. Other themes concern organizational processes where decisions, power, leadership, learning and motivation are the most important. Both rational, bounded rational, political and anarchic decision models are presented and power processes in organizations are discussed. Perspectives on leadership are outlined and managerial activities, leadership behavior and styles, value based leadership and contingency theories on leadership and change management are focused upon. Motivation and incentives in organizations are also essential themes where the relative significance of economic and non-economic motivations in particular is discussed. Both classical motivation theories and later content and process theories are part of the course as are the concept and function of performance related pay. The organizational world today is characterized by many and profound changes. These changes in organizational forms caused by new technology, globalization, increased competition and new ideas about management imply more flexible organizations, new managerial strategies and new ways of defining, monitoring and assessing the performance of the organization. The course will highlight important changes and their causes. Finally the course will differentiate between the (voluminous) management literature and organization theory as a scientific discipline and explanations of fads and fashions in the managerial world. In essence, a number of ways of thinking are presented in the course which should enable the economist to think and reflect in a more professional way about the organizational contexts in which she/he will make a career. Organization theory has broad practical and vocational relevance in particular for students aspiring to managerial and administrative positions.

Learning Outcome

The aims are that the student after participation in the course is able to:

• Describe basic principles of classical and contemporary organizational theories about structure, strategy, culture, leadership, groups, change, communication, power, decisions, motivation and learning.

• Describe differences and similarities between economic perspectives on organizations and perspectives from other social science disciplines.

• Analyze and compare the theories, their strengths and weaknesses with regard to obtaining an understanding of actual organizations and practical organizational phenomena.

• Select, justify and apply relevant theory in analysis of organizational issues described in a real-life case; and present analysis and proposed solution in a written essay in a clear and coherent way.

Syllabus:

(1) Richard L. Daft, Jonathan Murphy, Hugh Willmott: Organization Theory and Design. An international Perspective. Second Edition. Cengage Learning. 2014. Cases/ exercises not included.
(2) Kira, M. & van Eijnatten, F.M. (2008). Socially sustainable work organizations: a chaordic systems approach. Systems Research & Behavioral Science, Vol. 25 (6), pp. 743-756.Gilley, J.W., Morris, M.L., Waite, A.M., Coates, T. & Veliquette, A. (2010).

(3) Weick, K.E., Sutcliffe, K.M. & Obstfeld, D. (2005). Organizing and the Process of Sensemaking. Organization Science, Vol. 16, No. 4, pp. 409–421

(4) Carr, A.N. & Lapp, C.A. (2009). Organization Theory and Organization Behavior: Through the Lens of Psychodynamics. International Journal of Organization Theory and Behaviour, Vol. 12 (3), pp. 381-405.

(5) Penny Dick & Steve Ellis: Introduction to Organizational Behaviour. Third Edition. London: McGraw Hill Education. 2006. pp. 84-95, 98-101 (on motivation)
(6) Stephen P. Robbins, Timothy A. Judge, Timothy T. Campell: Organizational Behaviour. Essex: Pearson Education. 2010. pp. 316-328, 341-348  (on leadership).
(7) Gilley, J.W., Morris, M.L., Waite, A.M., Coates, T. & Veliquette, A. (2010). Integrated Theoretical Model for Building Effective Teams. Advances in Developing Human Resources, Vol. 12 (1), pp. 7-28.

(8) Hultman, K. & Hultman, J. (2008). Deep Teams: Leveraging the Implicit Organization. Organization Development Journal, Vol. 26 (3), pp. 11-22.
(9) Sytse Douma & Hein Schreuder: Economic Approaches to Organizations. FT Prentice-Hall. Pearson Education. 2008. - Pages 161-178 on Transaction Costs.
(10) Bruno S. Frey & Margit Osterloh (eds.): Successful Management by Motivation. Balancing Intrinsic and Extrinsic Motivation. Berlin: Springer. 2002. Pages 7-23, 68-70
(11): Gary Dessler: Human Resource Management. Thirteenth Edition. Essex: Pearson Education. 2013. Pages 418-437 on Performance Related Pay and financial incentives.
(12) Gary Yukl: Leading Change in Organizations. In: Gary Yukl: Leadership in Organizations. Sixth Edition. New Jersey: Pearson. 2006. Page 288-307.
(13) James L. Perry: Bringing Society in: Toward a Theory of Public-Service Motivation. Journal of Public Administration Research and Theory.10 (2000):2: 471-488
(14) Mary Jo Hatch with Ann L. Cunliffe: Organization Theory. Modern, symbolic and postmodern perspectives. 2nd edition. 2006. Pages 175-194 on organizational culture. 
(15) Arthur G. Bedeian: The Dean’s Disease: How the Darker Side of Power Manifests Itself in the Office of the Dean. Academy of Management Learning and Education. Vol 1 no. 2, 164-173, 2002.

(16) Elliott Jaques and Stephen Clement: Executive Leadership – A Practical Guide to Managing Complexity. Oxford: Basil Blackwell Ltd. 1999, pp. 53-65, 91-97 (on requisite organization theory)

(17) Coloplast A/S – Organizational Challenges in Offshoring (16 pages)

(18) Donna Klein and Marriott International (4 pages)

(19) Engstrom Auto Mirror Plant: Motivating in Good Times and Bad (8 pages)

(20) People Management Fiasco in Honda Motorcycles and Scooters India Ltd. (17 pages)

(21) Shinsei Bank: Developing an Integrated Firm (20 pages)

(22) The Treadway Tire Company: Job Dissatisfaction and High Turnover at the Lima Tire Plant (12 pages)

(23) Acer Inc: Taiwan’s Rampaging Dragon (20 pages)

(24) Safe to Say at Prudential Financial (21 pages)

(25) Whitbread PLC (24 pages)

(26) 3M: Profile of an Innovating Company (20 pages)

(27) Motivated Reasoning, Leadership and Team Performance (7 pages)

(28) Leadership Development at Goldman Sachs (23 pages)
             
No. 1 is sold from: Akademisk Boghandel/ Academic Books, CSS, Øster Farimagsgade 5, Building 7. Open: Monday – Friday 9.30-16.00 E-mail: css@academicbooks.dk

No. 2-16 will be available at Absalon for the students having signed up for the course. 

No. 17-28 are case studies that will need to be purchased through the Harvard Business School Publishing Website. A special student course pack link with discounted prices will be provided to students registered for the course closer to the course period. These cases are an integrated part of the course and are a precondition for passing the exam.

None. Organization theory has interfaces with other areas such as public administration, strategic management and corporate governance. Formal requirements: None.
A session consisting of 3 lecture-hours every working day from the 20th of July to the 5th of August. These sessions will involve short lectures and discussions based on course theory and analysis and mapping of the problems and possible solutions of the real-life cases that are a part of the course syllabus.

Timetable and classroom:
The summerschool 2015 is in week 30-32.
Rooms for week 30 can be seen by pressing the link in right side under "Se skema".

Rooms for week 31-32 can be seen at this link:
https:/​/​skema.ku.dk/​KU1516/​reporting/​textspreadsheet?objectclass=module&idtype=id&identifier=48357&t=SWSCUST+module+textspreadsheet&days=1-5&weeks=1-26&periods=1-68&template=SWSCUST+module+textspreadsheet
Please visit the course website at Absalon from mid June 2015 or contact Anders Rosdahl directly: ar@sfi.dk. You can find the course website by searching for the name of the course under "Courses".
  • Category
  • Hours
  • Exam
  • 48
  • Lectures
  • 45
  • Preparation
  • 113
  • Total
  • 206
Credit
7,5 ECTS
Type of assessment
Written assignment, 48 hours
A 48-hours take-home assignment that has to be uploaded to Absalon. Students can choose to answer the exam in Danish, in Norwegian, in Swedish or in English.
Aid
All aids allowed
Marking scale
7-point grading scale
Censorship form
External censorship
100 % censurship
Exam period

From 1500 hrs on August 05 to 1500 hrs on August 07.

Re-exam

Same as ordinary. But if only a few students have registered for the re-exam, the exam might change to an oral exams with a synopsis to be handed in. This means that the examination date also will change.

Criteria for exam assesment

The Student must in a satisfactory way demonstrate that he/she has mastered the learning outcome of the course.