David, Gerald R. & W. Richard Scott. (2006). Organizations and Organizing: Rational, Natural and Open Systems Perspectives. ISBN:

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1 Instructor: Texts: Tim Atkinson, Ed.D., President/CEO, Arkansas Science and Technology Authority; Affiliated Faculty, Interdisciplinary Ph.D in Leadership. Office Location: 900 West Capitol, Suite 320. Phone/Text: David, Gerald R. & W. Richard Scott. (2006). Organizations and Organizing: Rational, Natural and Open Systems Perspectives. ISBN: Bolman, Lee, G. & Terrence E. Deal. (2008). Reframing Organizations: Artistry, Choice and Leadership (4th ed.). John Wiley and Sons, Inc. San Francisco. ISBN: Weick, Karl. E. (1995). Sensemaking in Organizations. Sage. Thousand Oaks, CA. ISBN Description: The course is a doctoral-level experience that examines organizations as an as an academic discipline from three levels of analysis: Social Psychological, Organizational and Ecological. The course examines various organizational structures and configurations; organizations as rational, natural and open systems; the impact of culture, politics, society, and symbols on organizations; rational choice and the relationship between human nature and organizations. Scholars will investigate constructs from research to explain behaviors and events in an organizational setting. Students gain understanding of factors that influence the leadership skills and motivation of leaders, employees and networks in complex organizations. The course is conducted through lecture, literature critiques, extensive discussion, presentations and a final comprehensive question. Objectives: A. Evaluate organizations as an academic area of study B. Evaluate organizational models and metaphors. C. Evaluate forces that impact organizations. D. Create strategies for conceptual flexibility E. Create/Synthesize new ideas with Leadership Theory with Organization Theory. F. Create/Synthesize leadership strategies for shifting contexts. G. Evaluate organizations through various interpretive frameworks. H. Evaluate organizational dynamics with organizational and leadership theory. I. Combine concepts and create new ideas concerning organizational leadership Technical: You must have an address and an account. You must create a Dropbox account HYPERLINK " It s free. We will use this instead of Blackboard. I will establish a shared folder there for common use information and for articles. You will each have your own Dropbox for returned assignments. If you have a personal laptop computer, bring it every night. If you do not have a personal laptop computer, don t worry about it.

2 Statement: Welcome to the doctoral level. In this learning environment, you are expected to exhibit a high level of maturity and independence. You have had at least two other higher education experiences and probably some experience with organizations in a formal or professional setting, so no more handholding. I am responsible for your professional and scholarly development, and I will do my best to fulfill this duty. I am always available as a mentor if you so choose, but I expect nothing less than your best in class. Prepare assignments for this class like you would if you were running your own business or preparing for a testimony in front of the Senate. Please listen to instruction and make adjustments, but also feel free to express your thoughts openly and freely. At the same time, do not try to engage in a showy display of intellect that creates a negative energy. Respectfully discuss issues with your colleagues with an eye on learning, perspective and advancement. This is not a silly debate class. Most of all, we do not start out with perfect knowledge of the subject and with full knowledge of organizational theory and leadership, so it is necessary to discuss what we are learning. I learn something new every time I teach a course. Personal reflection is necessary to be an effective leader. Assessment: Please read everything I give you, and prepare to discuss or write about the material like a scholar at any moment. Sometimes I will provide articles that are not in the syllabus, and they are fair game for assessment. You will be evaluated weekly using inclass and out-of-class assignments. Evaluations are based on the successful completion and on-time submission of the assignments as outlined in the syllabus. Late assignments are not allowed. The assignment loses one letter grade for each day past due. No exceptions. Do not ask unless you have a serious medical issue that requires attention. A stuffy nose or a headache is not a serious medical condition. Policies: Activities: Please contact the Office of Disability Support Services at if you need accommodations under the Americans with Disabilities Act. Students are expected to exhibit a high level of moral development and ethics. Under UCA policy, the instructor will withdraw with a WF any student engaging in academic dishonesty or plagiarism. Students are expected to read the UCA Student Handbook for the academic misconduct policy and policies on sexual harassment. HYPERLINK " 2010/11/709.pdf" Become familiar with the policies described in the Student Handbook, including the sexual harassment policy and policies outlining other academic procedures. Class Participation: Class participation will be highly involved, varied, and will include activities such as Ph.D. student guest lectures, critiques, and reverse case study. (See schedule on the last page.) All activities will train you for the final three products. Final Journal Article Critique: We will pick classic articles from the list in the syllabus or other journals pages, double-spaced. See chart at end of this syllabus. Final Journal Article Presentation. Conduct one high-quality, fifteen (15) minute presentation on the journal article critique. See chart at the end of this syllabus Final Comprehensive Question. Between pages, double-spaced. I will give you the question. See chart at the end of this syllabus.

3 Scoring: Class Participation (Cases, Lectures, Critiques) 30% Final Journal Article Critique 20% Final Journal Article Presentation 20% Organizational Theory Final Question 30% Scoring: 90=A, 80=B, 70=C Bibliography and Selected Readings (You must search the library for all articles) Atkinson, T. (2008). Using creative writing techniques to enhance the case study method in research integrity and ethics courses. Journal of Academic Ethics, 6(1), Bartel, Caroline & Garud, Raghu. (2009). The role of narratives in sustaining organizational innovation. Organization Science, 20(1), Kathrine Barley, Stephen & Tolbert. (1997). Institutionalization and structuration: Studying the links between action and institution. Organization Studies, 18(1), Bunderson, Stuart & Thompson, Jeffery. (2009). The call of the wild: Zookeepers, Callings, and the double-edged sword of deeply meaningful work. Administrative Science Quarterly, 54(1), Leah. Clark, Burton R The organizational saga in higher education. Administrative Science Quarterly, 17(2): Kyle Jones Davis, Gerald F Agents without principals? The spread of the poison pill through the intercorporate network. Administrative Science Quarterly, 36(4), DiMaggio, P.J. & Powell, W.W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48(2), Cara Knight Eisenhardt, Kathleen M. (1989). Agency theory: An assessment and review. Academy of Management Review, 14(1), Glatter, R. (2006). Leadership and organization in education: Time for a re-orientation? School Leadership & Management, 26(1), Kris Hasselbladh, Hans & Kallinikos. (2000). The project of rationalization: A critique and reappraisal of neo-institutionalism in organization studies. Organization Studies, 21(4), Sheldon Slinkard Meyer, John & Rowan, Brian. (1977). Institutionalized organizations: Formal structure as myth and ceremony. American Journal of Sociology, 83(2), Jack Boles

4 Movva, R. (2004). Myths as a vehicle for transforming organizations. Leadership & Organization Development Journal, 25 (1), Sladyen Pavlovich, K., & Krahnke, K. (2012). Empathy, Connectedness and Organisation. Journal of Business Ethics, 105, Sara Brown Pope, M. L., & Miller, M. T. (2005). Leading from the inside out: Learned respect for academic culture through shared governance. Community College Journal of Research & Practice, 29(9-10), Elizabeth Rothaemel, Frank & Alexander, Maria T. (2009). Ambidexterity in technology sourcing: The moderating role of absorptive capacity. Organization Science, 20 (4), Matt Jackson Suarez, F. F., & Oliva, R. (2005). Environmental change and organizational transformation. Industrial and Corporate Change, 14(6), Emily Lane Taylor, S. S., & Hansen, H, (2005). Finding form: Looking at the field of organizational aesthetics. Journal of Management Studies, 42(6), Ferris Weick, Karl (1993). The collapse of sensemaking in organizations: The Mann Gulch disaster. Administrative Science Quarterly, 38(4), Theresa Baker Weick, Karl (1976). Educational organizations as loosely coupled systems. Administrative Science Quarterly, 21(1), Courtney Whitington, Kjersten, Owen-Smith, J. and Powell, W.W. (2009). Networks, Propinquity, and Innovation in Knowledge-intensive industries. Administrative Science Quarterly, 54(1), Shannon Wright, Thomas, A. (2003). Positive organizational behavior: An idea whose time has truly come. Journal of Organizational Behavior, 24, Noah Zucker, L. (1977). The role of institutionalization in cultural persistence. American Sociological Review, 42, Henry Jones

5 Date Reading List Activities Jan 13 Ch 1, 2: Scott & Davis Ch 1, 2, 3, 4, 5: Bolman & Deal Ch 1, 2 Weick Clark (1972) Introductory Remarks, Create Teams Instructions Reverse Case Study Prep: Stage 1 Jan 20 Jan 27 Feb 3 Ch 3, 7 : Scott & Davis Ch 6, 7, 8 : Bolman & Deal Ch 3 : Weick Barley, Stephen, Tolbert (1997) Rothaemel, Frank & Alexander (2009) Suarez & Olivia (2005) Taylor & Hansen (2005) READ AND WORK ON CASE STUDIES Ph.D. Student Guest Lecturers: Theresa Baker, Matt Jackson, Leah Horton, Kathrine Ligon, Sara Brown Reverse Case Studies Due: Work Case Studies Dropbox: Critique an article of interest Feb 10 Ch 4, 5, 6, 7, 8 : Scott & Davis Ch 9, 10, 11; Bolman & Deal Ch 4 : Weick Meyer and Rowan (1977); Zucker (1977) Dimaggio & Powell (1983); Davis (1991) Ph.D. Student Guest Lecturers Courtney, Sheldon, Emily, Kris Moved case study work to Feb 24 Feb 17 Because of the threat of snow, we canceled class on Feb 10 Feb 24 Ch 9, 10: Scott & Davis Ch 12, 13, 14, 15: Bolman & Deal Ch 5, 6; Weick Hasselbladh, Hans & Kallinikos (2000) Weick (1976), Weick (1993), Movva (2004) Ph.D. Student Guest Lecturers: Cara, Ferris, Kyle, Elizabeth PREPARE CASE STUDY 2 Mar 3 Mar 10 Mar 17 Mar 24 Dropbox: Critique a chapter of interest or an article from a top-tier journal. Ch 10, 11, 12, 13, 14 : Scott & Davis Ch 16 : Bolman & Deal Ch 7, 8: Weick Whitington, Kjersten, Owen-Smith, Powell (2009), Bartel & Garud (2009) Ph.D. Student Guest Lecturers : Henry, Shannon, Michael WORK CASE STUDY 2 TURN IN CASE STUDY 2 (DROPBOX) Spring Break Mar 31 Ch 17, 18, 19, 20, 21 Bolman & Deal Glatter (2006) Pavlovich & Krahnke (2012) Ph.D. Student Guest Lecturers PREPARE CASE STUDY 3 Apr 7 Eisenhardt (1989) Bunderson, Stuart, Thompson (2009) Pope & Miller (2005) WORK CASE STUDY 3 Final Article Critique Presentations Final Article Critiques Due Apr 21 Apr 28 TURN IN CASE STUDY 3 (DROPBOX) FINAL COMPREHENSIVE QUESTION DUE (DROPBOX)