UNIVERSITY OF SOUTHERN CALIFORNIA



UNIVERSITY OF SOUTHERN CALIFORNIA

MARSHALL SCHOOL OF BUSINESS

MOR 461 - DESIGN OF EFFECTIVE ORGANIZATIONS

FALL 2010

(D R A F T)

Instructor: Robert B. Turrill, PhD

Class time: Tu/Th, 12:00 to 1:50 pm

Office: Bridge Hall 303D

Office hours: Tu/Th, 11:00 to noon and by appointment

Office phone: (213) 740-0732

Office fax: (213) 740-3582

e-mail: robert.turrill@marshall.usc.edu

Text: ORGANIZATION THEORY AND DESIGN, R. L. Daft, Thomson

South-Western College Publishing, 9th ed., 2007.

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, 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 24 & November 5.

WEEK DATE TOPIC READINGS & CASES

1 Aug 24 Introduction to the course and organization design

26 Organizations as systems of action Read Ch 1; Sun Hydraulics (Abridged) case

2 Aug 31 Strategic management Read Ch 2

Meet in the ELC in Bridge Hall

Sep 2 Organizational effectiveness Foundation for Calif.

Guest speaker Community Colleges case

3 Sep 7 Strategy and structure Read Ch 3; C&C Grocery

Stores case, p. 126

9 Old and new logic of organizations Aquarius Advertising

Agency case, p 129

4 Sep 14 Technology and design Read Ch 7

16 Job design, socio-technical systems, Acetate Dept. case

and motivation p. 280

5 Sep 21 Structure and the environment Read Ch 4

Meet in the ELC in Bridge Hall

23 Mechanistic and organic structures Paradoxical Twins case,

Written analysis due p. 165

6 Sep 28 Organizational size, structure, and control Read Ch 9

Sunflower case, p. 351

30 Organizational control Appex Corp case

7 Oct 5 Inter-organizational structures Read Ch 5

7 Strategic alliances Corning Incorp:

Alliances case

MOR 461 – COURSE OUTLINE AND ASSIGNMENTS – p. 3

8 Oct 12 Network structures pp. 117 – 120 (reread)

Meet in the ELC in Bridge Hall

14 Mid-term exam

9 Oct 19 Impact of IT on organizational design; Read Ch 8

Guest speaker, President, Architecture Firm

21 Learning organizations; team-based design Quantum Corp. case

10 Oct 26 Organizational culture Read Ch 10

Meet in the ELC in Bridge Hall

28 Organizational change and culture Lands’ End case

11 Nov 2 Organizational innovation Read Ch 11

Guest speaker, Entrepreneur

4 Organizational leadership Shoe Corp of Ill. case

Written analysis due

12 Nov 9 Decision-making styles and processes Read Ch 12

Meet in the ELC in Bridge Hall

11 Problem-solving and creativity Executive Decision-

Making at GM case

13 Nov 16 Organizational power and politics Read Ch 13

Guest speaker, VP, HR Raytheon

18 Organizational conflict Custom Chip case, p. 522

14 Nov 23 Global organizational structures Read Ch 6

Asea Brown Boveri case

25 Thanksgiving

15 Nov 30 Project presentations

Dec 2 Project presentations

Dec 3 Written projects due

14 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.

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