MGMT 360 DEA Organizational Theory

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1 Columbia College Online Campus P a g e 1 MGMT 360 DEA Organizational Theory March Session March 23 May 16, 2015 Course Description Textbooks Examination of the foundations, theories, models, and literature for designing effective organizations. Extensive library research and case-work is required. Prerequisite: MGMT 330 Principles of Management Proctored Exams: None Jones, Gareth R., Organizational Theory, Design, and Change. 7 th Edition, Prentice Hall ISBN 13: Textbooks for the course may be ordered from MBS Direct. You can order online at (be sure to select Online Education rather than your home campus before selecting your class) by phone at For additional information about the bookstore, visit Course Overview The primary objective of this course is for the student to gain an understanding of basic organizational theory while developing managerial tools necessary to be effective in the modern world of work. The readings will provide a foundation for the development of knowledge of organizational structure and design, the organizational environment, managerial challenges, and the processes that are evident in twenty-first century organizational cultures. During the course it will be apparent to the student where MGMT 360 fits into the overall business administration curriculum. Through individual research, students will be exposed to the professional literature in the field of business and organizational theory. The course will provide the student an opportunity to develop enhanced knowledge and skills in four of the college s lifelong learning goals: interdisciplinary study, multiculturalism, writing and critical thinking. These will be accomplished through weekly discussion of the chapter readings, reflection on and discussion of student research, feedback on student writing and an in-depth look at case studies in organizational theory. Technology Requirements Participation in this course will require the basic technology for all online classes at Columbia College: A computer with reliable Internet access, a web browser,

2 Columbia College Online Campus P a g e 2 Acrobat Reader, Microsoft Office or another word processor such as Open Office. You can find more details about standard technical requirements for our courses on our site. Course Objectives Integrate new concepts and models from organization theory with changing events in the real world of organizations; Understand, diagnose, and respond to emerging organizational needs and problems; Apply a contingency approach to the management of real organizations; Demonstrate competency in critical thinking and written analysis and oral presentations on organizational theory cases; and Demonstrate sensitivity to the importance of business ethics and social responsiveness. Measurable Learning Outcomes Explain contingency theory. Explain the change process and its effects on organizational structure and strategic decisionmaking. Prepare a written professional case analysis. Prepare and deliver a professional oral case presentation. Explain the major theories of business ethics. Grading Grading Scale GRADE POINTS PERCENT A B C D F Schedule of Due Dates Grade Weights ASSIGNMENT POINTS PERCENT Discussions Case Studies Exams Research Paper Journal Article TOTAL Week Assignments Points Due Date 1 Introduction 0 Tuesday Discussions Saturday 2 Discussion Saturday Case Study 1: Sony 10 Saturday 3 Discussions Saturday Case Study 2: A Tale of Two Cultures 10 Saturday 4 Discussions Saturday Midterm Exam 100 Saturday 5 Discussions Saturday Case Study 3: Nike 10 Saturday

3 Columbia College Online Campus P a g e 3 6 Discussions Saturday Case Study 4: Mattel s Barbie 10 Saturday 7 Discussions Saturday Case Study 5: Politics at Walt Disney 10 Saturday Research Paper 200 Saturday 8 Integrative Case Study 20 Friday Final Exam 100 Saturday Assigned Journal Articles 60 Saturday of week assigned Total 600 Assignment Overview Text readings should be completed prior to submitting weekly discussion (to questions and cases) postings. All graded assignments will rely upon information derived from our text readings. However, take the opportunity to use external sources to support your ideas and points related to the online discussion and case postings. Discussion postings should be completed by the respective deadlines and incorporate the following (I am looking for your ability to think through the concepts, demonstrate application, and apply critical thinking skills in a written format): Original post submitted by Thursday (midnight) each week. Response to other postings by Saturday (midnight) each week. Definition of any and all concepts addressed in the chapter questions; Reference to the text readings and appropriate citations of sources, following general APA / MLA style guide. Demonstration of your understanding of the concepts and ideas presented and application of critical thinking skills. An example or illustration. Consider using in-chapter cases or an organization (firm) that you are familiar with to relate to the readings and concepts. Discussion and Case postings will be graded according to the Discussion/Case grade criteria found near the end of this syllabus. Case Study postings should be completed by the deadlines and incorporate the following (I am looking for your ability to think through the concepts and issues, relate case facts with text concepts, demonstrate application, and apply critical thinking skills in a written format): Original post submitted by Friday (midnight) of the week assigned. Response to other postings by Saturday (midnight) each week. Definition of any and all concepts addressed in the case questions. Make use the text readings. Cite sources, following general APA / MLA style guide. Demonstration of your understanding of the concepts and ideas and application of critical thinking skills. Exams: There will be a midterm and a final exam, each worth 100 points. The two exams comprise 33% of the student s final grade. The midterm will cover chapters 1 through 8 and will consist of 50 T/F and/or MC questions. The final will cover chapters 9 through 14 and will consist of 50 T/F and/or MC questions. Research Paper: The research paper is worth 200 points or 33% of the student s final grade. See the research paper assignment in the course content area for more details regarding this assignment.

4 Columbia College Online Campus P a g e 4 Journal Article assignment: This assignment is worth 60 points or 10% of the student s final grade. See the journal assignment in the course content area for more details regarding this assignment. Course Schedule Week 1: Organizational Theory Chapter 1: Organizations and Organizational Effectiveness Chapter 2: Stakeholders, Managers, and Ethics Introduction: Introduce yourself by Tuesday noon: Name, home location, profession, hobbies, interest in management, why you are taking this course, and any other item that would help us all to get to know each other. Discussion 1: The subject of this textbook is organizational theory. What do you think should be the relationship between theory and managerial practice (what managers do)? How do you think a thorough knowledge of organization theory would help today s managers do a better job? Discussion 2: How can you use agency theory to describe basic human nature? How does this basic human nature contribute to problems within organizations? What is the agency problem? Week 2: The Global Environment Chapter 3: Organizing in a Changing Global Environment Chapter 4: Basic Challenges of Organizational Design Discussion 3 (chapter 3): Identify one typical local business in your community (e.g. fast food, computer retail, or bank) and describe fully the environment that this local business might face. Why is it important for managers to be aware of that environment? Discussion 4 (chapter 4): Distinguish between a mechanistic and an organic structure. When would you suggest that each be used? Can they be used together in the same organization? How might these prototypes be affected by non-structural means for integration? Explain. Case Study 1: Sony s Gaijin CEO is Reorganizing the Company. Respond to both questions (questions 1 2) at the end of the Case for Analysis. Your responses should link case facts with concepts presented in the readings (application). Journal Articles: I will assign a journal article (see course content area) to you at the end of week two (Saturday). You will obtain the article from the Columbia College online Library or a library of your choice; write a synopsis of the article, submit the synopsis to the Dropbox by the assigned week, and post the synopsis to the Discussion area for that specific week. Refer to the journal article assignment in the course Content area for more details. Week 3: Bureaucracy

5 Columbia College Online Campus P a g e 5 Chapter 5: Designing Organizational Structure: Authority and Control Chapter 6: Designing Organizational Structure: Specialization and Coordination Discussion 5 (chapter 5): When does bureaucracy become a problem in an organization? What can managers do to prevent bureaucratic problems from arising? Explain. Discussion 6 (chapter 6): What kind of structure does your organization have? Why does the company use this kind of structure? Provide a brief account of the advantages/disadvantages associated with this structure for your organization. Case Study 2: A Tale of Two Cultures. Respond to both questions (questions 1 2) at the end of the Case for Analysis. Your responses should link case facts with concepts presented in the readings (application). Research Paper: Submit the topic for your research paper to the Dropbox for approval by Saturday. If you have difficulty in selecting a topic, I will be happy to provide one for you. Week 4: Organizational Culture Chapter 7: Creating and Managing Organizational Culture Chapter 8: Organizational Design and Strategy in a Changing Global Environment Discussion 7 (chapter 7): In what ways can organizational culture increase organizational effectiveness? Why is it important to obtain the right fit between organizational structure and culture? Discussion 8 (chapter 8): In what ways do your organization s structure and culture match its strategy? Is there a good match? Explain. Journal Article Discussions: See course Content area. Midterm examination: The Midterm Examination is a 50-question exam. It will cover material included in the discussions, weekly assignments, and material from chapters 1-8 of the textbook. The midterm examination will be administered via the course web site (quizzes). You will have from Wednesday (6:00 a.m.) through Saturday evening (11:59 p.m.) of Week four to complete the midterm. Week 5: The Role of Technology in Organizational Change Chapter 9: Organizational Design, Competences, and Technology Chapter 10: Types and Forms of Organizational Change Discussion 9 (chapter 9): The technological imperative suggests that technology drives structure. What does this mean? Why and how does technology drive structure? Most large organizations employ not one technology, but many technologies. What might be the implications for organization theory and management practice? Discussion 10 (chapter 10): Why and how does change pose a dilemma to organizations? What do you think are the likely consequences for an organization that does not change? What is organizational development? What is its goal? Explain.

6 Columbia College Online Campus P a g e 6 Case Study 3: Nike Learns How to Change. Respond to both questions (questions 1 2) at the end of the Case for Analysis. Your responses should link case facts with concepts presented in the readings (application). Journal Article Discussions: See course Content area. Assignment: Submit the outline for your research paper by Saturday (non-graded). The outline should include a high-level overview of the paper, along with three to four references. Outlines must be submitted no later than the Saturday of week five. Refer to the research paper assignment in the course Content area for more information. Week 6: The Transformational Process Chapter 11: Organizational Transformations: Birth, Growth, Decline, and Death Chapter 12: Decision Making, Learning, Knowledge, Management, and Information Technology Discussion 11 (chapter 11): Must all organizations either grow or die? Is growth always good? What can happen to the culture of a growing organization? a declining one? Explain. Discussion 12 (chapter 12): What are the key assumptions of the rational economic decision-making model? Are they reasonable assumptions in the typical organizational context? Why does bounded rationality plague most organizational decisions? What are the consequences of bounded rationality decisions? Case Study 4: How Mattel s Barbie Lost the War against the Bratz Doll. Respond to both questions (questions 1 2) at the end of the Case for Analysis. Your responses should link case facts with concepts presented in the readings (application). Journal Article Discussions: See course Content area. Course Evaluations: Please evaluate the course. You will be able to submit your course evaluation between Sunday of Week 5 and Thursday of Week 7. A link will be sent to your CougarMail that will allow you to access the evaluation. Week 7: Organizational Politics Chapter 13: Innovation, Intrapreneurship, and Creativity Chapter 14: Managing Conflict, Power, and Politics Discussion 13 (chapter 13): What is the relationship among creativity, intrapreneurship, and innovation? Explain. Discussion 14 (chapter 14): Why and under what conditions can conflict be good or bad for an organization? Why is it important to maintain a balance of power between different groups of organizational stakeholders? Case Study 5: Politics at Walt Disney. Respond to both questions (questions 1 2) at the end of the Case for Analysis. Your responses should link case facts with concepts presented in the readings (application). Journal Article Discussions: See course content area. Research Paper: The research paper is due this week. Submit to the course Dropbox. Research

7 Columbia College Online Campus P a g e 7 papers must be submitted no later than the Saturday of Week seven. Week 8: Wrapping things up Case Study 6: Integrative Case I will assign one integrated case to students at the end of week seven. To support our learning objectives, you should read ALL the cases to support our discussion efforts; however, you will be responsible for ONE case and addressing case questions. Your responses to the case(s) should link case facts with concepts presented in the readings (application). Final Examination: The final examination is a 50-question exam. The final exam will cover material included in the discussions, weekly assignments, and material from chapters 9-14 of the textbook. The final examination will be administered via the course web site (quizzes). Students will have from Wednesday (6:00 a.m.) through Saturday evening (11:59 p.m.) of Week eight to complete the final examination. Course Policies Student Conduct Plagiarism All Columbia College students, whether enrolled in a land-based or online course, are responsible for behaving in a manner consistent with Columbia College's Student Conduct Code and Acceptable Use Policy. Students violating these policies will be referred to the office of Student Affairs and/or the office of Academic Affairs for possible disciplinary action. The Student Code of Conduct and the Computer Use Policy for students can be found in the Columbia College Student Handbook. The Handbook is available online; you can also obtain a copy by calling the Student Affairs office (Campus Life) at The teacher maintains the right to manage a positive learning environment, and all students must adhere to the conventions of online etiquette. Your grade will be based in large part on the originality of your ideas and your written presentation of these ideas. Presenting the words, ideas, or expression of another in any form as your own is plagiarism. Students who fail to properly give credit for information contained in their written work (papers, journals, exams, etc.) are violating the intellectual property rights of the original author. For proper citation of the original authors, you should reference the appropriate publication manual for your degree program or course (APA, MLA, etc.). Violations are taken seriously in higher education and may result in a failing grade on the assignment, a grade of "F" for the course, or dismissal from the College. Collaboration conducted between students without prior permission from the instructor is considered plagiarism and will be treated as such. Spouses and roommates taking the same course should be particularly careful. All required papers may be submitted for textual similarity review to Turnitin.com for the detection of plagiarism. All submitted papers may be included in the Turnitin.com reference database for the purpose of detecting plagiarism. This service is subject to the Terms and Conditions of Use posted on the Turnitin.com site. Non-Discrimination There will be no discrimination on the basis of sex, race, color, national origin, sexual orientation, religion, ideology, political affiliation, veteran status, age, physical handicap, or marital status. Disability Services Students with documented disabilities who may need academic services for this course are required

8 Columbia College Online Campus P a g e 8 to register with the Coordinator for Disability Services at (573) Until the student has been cleared through the disability services office, accommodations do not have to be granted. If you are a student who has a documented disability, it is important for you to read the entire syllabus before enrolling in the course. The structure or the content of the course may make an accommodation not feasible. Online Participation You are expected to read the assigned texts and participate in the discussions and other course activities each week. Assignments should be posted by the due dates stated on the grading schedule in your syllabus. If an emergency arises that prevents you from participating in class, please let your instructor know as soon as possible. Attendance Policy Attendance for a week will be counted as having submitted a course assignment for which points have been earned during that week of the session or if the proctoring information has been submitted or the plagiarism quiz taken if there is no other assignment due that week. A class week is defined as the period of time between Monday and Sunday (except for Week 8, when the week and the course will end on Saturday at midnight). The course and system deadlines are all based on the Central Time Zone. Cougar All students are provided a CougarMail account when they enroll in classes at Columbia College. You are responsible for monitoring from that account for important messages from the College and from your instructor. You may forward your Cougar account to another account; however, the College cannot be held responsible for breaches in security or service interruptions with other providers. Students should use for private messages to the instructor and other students. The class discussions are for public messages so the class members can each see what others have to say about any given topic and respond. Late Assignment Policy An online class requires regular participation and a commitment to your instructor and your classmates to regularly engage in the reading, discussion and writing assignments. Although most of the online communication for this course is asynchronous, you must be able to commit to the schedule of work for the class for the next eight weeks. You must keep up with the schedule of reading and writing to successfully complete the class. No late assignments will be accepted or graded without extenuating circumstances beyond the control of the student and without instructor notification prior to the due date (please refer to the Columbia College Catalog).

9 Columbia College Online Campus P a g e 9 Course Evaluation You will have the opportunity to evaluate the course near the end of the session. Course evaluations will open on Sunday of Week 5 and will remain open until Thursday of Week 7. A link will be sent to your CougarMail that will allow you to access the evaluation. Be assured that the evaluations are anonymous and that your instructor will not be able to see them until after final grades are submitted. Additional Resources Orientation for New Students This course is offered online, using course management software provided by Desire2Learn and Columbia College. The Student Manual provides details about taking an online course at Columbia College. You may also want to visit the course demonstration to view a sample course before this one opens. Technical Support If you have problems accessing the course or posting your assignments, contact your instructor, the Columbia College Helpdesk, or the D2L Helpdesk for assistance. Contact information is also available within the online course environment ex Online Tutoring Smarthinking is a free online tutoring service available to all Columbia College students. Smarthinking provides real-time online tutoring and homework help for Math, English, and Writing. The Writing Center can be used for writing assistance in any course. Smarthinking also provides access to live tutorials in writing and math, as well as a full range of study resources, including writing manuals, sample problems, and study skills manuals. You can access the service from wherever you have a connection to the Internet. I encourage you to take advantage of this free service provided by the college. Access Smarthinking through CougarTrack under Students->Academics->Academic Resources. Library Resources It may be helpful for you to become acquainted with Columbia College s numerous library resources for necessary research. Accessing the databases from your home computer is straightforward, but may require some practice if you are new to the process. Columbia College's library databases are available at: (You may access them using your CougarTrack login and password when prompted.)

10 Columbia College Online Campus P a g e 10 Grading Criteria Discussion and Case Studies Objectives Possible Points Points Assessing ideas contained in the discussions Level of interactivity in the discussions Evidence of higher level thinking 0 points inadequately developed ideas; does not add value to the discussion 0 points did not enter the discussion 0 points ideas are not welldeveloped and no evidence of higher level thinking 1 point developing ideas (3-5 sentences) 1 point interacts once with either the instructor or other students 1 points some higher level thinking present 2 points well-developed ideas (fewer than 12 sentences) 2 points interacts at least twice with instructor and/or other students 3 points beginnings of higher level thinking demonstrated 3 points well-developed ideas, and introduces a new point(s), provides examples or illustrates ability to relate concepts to real world, etc. 3 points interacts at least four or more times with instructor and other students 4 points applies higher level thinking including application, analysis, synthesis, or evaluation Possible Total Points:

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