Organizational Analysis and Design (GSB 624)

Summer Semester 2008 (May 6th– August 12th)

Tuesday Evenings 6:30 to 9:30 p.m.

 

Faculty Information

Professor:             Peggy Simpson, EdD, MA

E-mail:                    simppegg@dom.edu

Phone:                   312.391.4199 (cell)

Office hours:         30 minutes prior to class and by appointment

 

Course Prerequisites

None

 

Course Description

This course examines organization theories, concepts, and real-world practices to help students understand, analyze, and improve organizations.

 

Expected Learning Outcomes

Students will learn to analyze organizations from both a theoretical and a practical perspective in order to solve organizational problems and enhance organizational effectiveness. Upon successful completion of this course, students will be able to:

 

  1. Explain the nature of organizations and organization theory.
  2. Identify different types of organizational goals, their purpose, and competitive strategies for achieving them.
  3. Explain the basic concepts of organization structure and structure an organization.
  4. Identify and define elements external to an organization that impact its structure.
  5. Explain how organizations should be designed to accommodate and facilitate operational work processes.
  6. Explain the nature of organization technology, its impact on organization design, and its impact on interorganizational relationships.
  7. Identify and predict the probable impact of cultural, ethical, and political changes within an organization.
  8. Describe how organizations change and how managers direct the innovation and change process.
  9. Describe when and how different decision-making models should be used.
  10. Explain how managers use power and politics to manage and resolve conflict.

 

Instructional Method

This course will be taught using a variety of instructional methods including lectures, case studies, group discussion, and small group activities.

 

Instructional Materials

Text: Daft, R. L. Organization Theory and Design, 9th ed. Thomson

ISBN: 9780324405422

Case Studies: as appropriate

Business Articles: as appropriate


 

Assessment of Learning

Grades will be based on:

  • Participation and attendance = 15%
  • Exams (4)  = 40%
  • Organizational Effectiveness paper = 35%
  • Organizational Effectiveness presentation = 10%

 

Writing Standards

  1. All papers should be double-spaced with one-inch margins.
  2. Use Times New Roman font, size 12.
  3. Include a page number and your last name on all pp. except your title page.
  4. Use quotes and references to strengthen your writing.
  5. Make sure anything not written by you is properly referenced (footnotes and bibliography.
  6. Check grammar, spelling, and punctuation before finalizing your paper.

 

Grading Standards:

A    93-100

A-   90-92

Good

 

1. Responds fully to task;

2. Completes task on time;

3. Is clear and succinct;

4. Is directed toward specific purpose or goal;

5. Begins and ends in a meaningful, effective way;

6. Provides relevant supporting arguments, evidence examples and details;

7. Correctly acknowledges and documents sources, as appropriate;

8. Is free of errors in grammar, punctuation, word choice, spelling, format and style;

9. Is well organized;

10. Applies information learned in a new way;

11. Shows consistency and excellence throughout;

12. Shows originality and creativity;

13. Goes beyond the scope of the assigned task.

B+   87-89

B     83-86

B-    80-82

Fair

Subscribes fully and completely to at least seven of items 1-10 above while incompletely responds to the remaining three items. Demonstrates solid understanding of material but does not address items 11-13 above.

C+  77-79

C    73-76

C-   70-72

Poor

 

Subscribes adequately to at least five of items 1-10 above but does not address the remaining items (much less items 11-13). Contains major errors in developing concepts, themes, or main ideas. Contains improper grammar, word choice, punctuation, spelling, format and style. A “C” paper may be creative but this does not make up for poor or careless writing. A “C” paper looks and reads like a first draft.

F   69 and below

Failure

Ignores most or all of elements of items 1-10 above. Contains many serious conceptual and stylistic errors. An “F” paper does not respond to task in any meaningful way.

 

Participation

Each class opens with a discussion of current events related to the evening’s lecture. Student involvement in these discussions counts toward participation. Students should come to class prepared to discuss the concepts and theories contained in assigned the readings.


Organization Effectiveness Paper and Presentation

Using theories, concepts, and real-world practices learned in the course, you will critique the effectiveness of your organization and make recommendations for improving its organizational effectiveness. Your paper should be 10 -12 pp. in length, include appropriate citations from the literature, and conform to the writing standards outlined on page two of this document. You will have 15 minutes to present your findings to the class. (Time allotted may change based on the number of students enrolled in the class.) Your paper and your PowerPoint presentation are due on or before July 29, 2008 at 6:30 pm.  Late submissions will automatically lose one grade. Detailed paper requirements will be discussed in class.

 

Exams

There will be four exams to test your comprehension of assigned readings and material covered in class.

 

Bio—Peggy Simpson, EdD, MA

 

Peggy Simpson obtained her EdD degree in Educational Administration from the University of Cincinnati in 1996, specializing in higher educational administration, policy, and federal research initiatives..  She earned her MA in Teaching Writing from Long Island University, Brooklyn and her BA in Communications from the University of Dayton.

 

Professional:

 

With over 20 years experience in higher education experience, Dr. Simpson is the Executive Director for Residency Review Committees at the Accreditation Council for Graduate Medical Education.  Before joining the ACGME, Dr. Simpson was the corporate director of licensing and accreditation for DeVry, Inc. Other previous positions include senior director of enrollment management and recruiting at the University of Toledo and division administrator for vascular surgery at Northwestern University.

 

Personal:

 

Dr. Simpson makes her home in Palatine, Illinois.   She has served in several different leadership positions including as a member of the Board of Directors for the University of Dayton’s National Alumni Association, the Corps Advisory Council for the Higher Learning Commission, and as Member-at-Large for the Midwestern Education Research Association.    When not working or teaching, (weather or travel schedule permitting), Peggy spends time trying to improve her golf game, bike riding, gardening, or with family and friends.

Course Calendar

 

Session

Date

                                      Session Topics

One

 

5/6

·         Introduction to Course

·         Organizations and Organization Theory—Chapter 1 (pp. 1-38)

·         Workshop: Measuring Dimensions of Organizations

Two

5/13

·         Strategy, Organization Design, and Effectiveness—Chapter 2 (pp. 54-84)

·         Case Study Discussion: The University Art Museum

·         Workshop: Identifying Company Goals and Strategies

Three

5/20

·         Fundamentals of Organization Structure—Chapter 3 (pp. 88-129)

·         Case Study Discussions: C&C Grocery Stores, Inc. and  Aquarius Advertising Agency

·         Workshop: Organization Charts

Four

5/27

·         Exam One (chapters 1, 2, 3)

Five

6/3

·         The External Environment—Chapter 4 (pp. 136-167)

·         Case Study Discussion: Paradoxical Twins

Six

6/10

·         Interorganizational Relationships—Chapter 5 (pp. 170-195)

·         Organization Effectiveness paper requirements

Seven

6/17

·         Designing Organizations for the International Environment—Chapter 6 (pp. 204-239)

·         Case Study Discussions: Top Dog Software, Rhodes Industries

·         Workshop: Comparing Cultures

Eight

6/24

·         Exam Two (chapters 4, 5, 6)

Nine

7/1

·         Manufacturing and Service Technologies—Chapter 7 (pp. 244-282)

·         Case Study Discussion: Acetate Department

·         Information Technology and Control—Chapter 8 (pp. 286-315)

·         Case Study Discussion: Century Medical

Ten

7/8

·         Conflict, Power, and Politics—Chapter 13 (pp 481-510)

·         Enron: The smartest guys in the room—video

·         Enron discussion

Eleven

7/15

·         Organizational Culture and Ethical Values—Chapter 10 (pp. 358-389 and 392-393)

·         Case Study Discussion: Does This Milkshake Taste Funny?

Twelve

7/22

·         Exam Three (chapters 7, 10, 8, 13)

Thirteen

7/29

·         Organization Size, Life Cycle, and Decline—Chapter 9 (pp. 319-352)

·         Innovation and Change—Chapter 11 (pp. 398-431 and 436-437)

·         Case Study Discussion: Southern Discomfort

Fourteen

8/5

·         Organization Effectiveness Papers and Presentations due

·         Organization Effectiveness Presentations

·         Decision-Making Process—Chapter 12  (pp. 441-475)

·         Workshop:  Decision Styles

Fifteen

8/12

·         Exam Four (chapters 9, 11, 12)