MANAGEMENT AND LEADERSHIP IN ORGANIZATIONS

UNIVERSITATEA BABEŞ-BOLYAI FACULTATEA DE ŞTIINTE POLITICE ŞI ADMINISTRATIVE ACADEMIC YEAR 2012-2013 MASTER IN POLITICAL ORGANIZATIONS MANAGEMENT SYLLABUS FOR THE MANAGEMENT AND LEADERSHIP IN ORGANIZATIONS Course & Seminar 7 credits Schedule: On Wednesdays, 16:00-20:00 Room: TBA Office hours: Based on e-mail appointments Associate prof. SALAT Levente, PhD salat@fspac.ro The aim of the course is to provide the participants with a deeper understanding of the role and organizational particularities of the non-governmental sector in the modern era. Issues related to the relationship between the managerial skills and competencies of political leaders, the characteristics of the public sector organizations and the emerging international civil society will be addressed as well. Participants in the course will acquire skills in understanding and interpreting the organizational culture of non-governmental organizations in particular and a wide range of organizations in general. Interactive exercises will help the students to develop skills in project management, organizational audit and strategy development, and in assessing the relationships between organizational culture and leadership. As part of the seminar-activity, students will use specific diagnostic techniques to construct a case study section in which they will diagnose the organizational culture and leadership style of a particular organization. I. Bibliography: 1. L. M. Salamon H. K. Anheier: Defining the Nonprofit Sector. A Cross-National Analysis. Manchester New York: Manchester University Press, 1997 2. A. Zimmer E. Priller (eds.): Future of Civil Society. Making Central European Nonprofit-Organizations Work. Wiesbaden: VS Verlag für Sozialwissenschaften, 2004 3. L. J. Mullins: Management and Organisational Behavior. London: Pitman Publishing, 1996. 1

4. R.E Quinn S. R. Faerman M. P. Thompson M. R. McGrath: Becoming a Master Manager. A Competency Framework. New York Chichester Brisbane Toronto Singapore: John Wiley and Sons, Inc., 1990 5. Additional readings provided in class. II. Course topics: 1. The NGO sector The relationship between civil society and NGO sector. The three sectors: public, private and non-for-profit. Theories explaining the origins of the third sector: the failure of the markets and of contractual relationships; the theory of the state-failure; the theory of the failure of voluntary organizations. Defining the third sector: functional definitions; legal definitions; the Salamon-Anheier definition. Special functions of the third sector: vanguard; value guardian; advocacy; service provider. Structural differences between NGOs, for-profits and public agencies. 1. S. Reichardt: Civil Society. A Concept for Comparative Historical Research. In: A. Zimmer E. Priller (eds.): Future of Civil Society. Making Central European Nonprofit-Organizations Work. Wiesbaden: VS Verlag für Sozialwissenschaften, 2004, pp. 35-55; 2. P. Fric: Discourse on Nonprofit Sector Issues in Social Science (manuscript, 2001) 3. L. M. Salamon S. W. Sokolowski H. K. Anheier: Social Origins of Civil Society: An Overview. In: Working Paper of The Johns Hopkins Comparative Nonprofit Sector Project, No. 38, Baltimore, 2000. 2. Elements of organizational theory The concept of the organization. Types of organizations: formal and informal; private and public. Basic components of organizations. Classifications of organizations: by purpose; by prime beneficiary; by primary activity. The organization as an open system. Models of organizational theory: systems theory; contingency theory; resource dependency; neoinstitutionalism. Elements of organizational behavior. The concept of management. The evolution of the approaches to management: the rational goal model; the internal process model; the human relations model; the open system model; the contingency model. New approaches to management. The relationship between management and leadership. Functions of leadership. Theories of leadership: trait theory; leadership style theories; contingency theories. 1. L. J. Mullins: Management and Organisational Behavior. London: Pitman Publishing, 1996, pp. 3-94. 2. St. Toepler H. K. Anheier: Organizational Theory and Nonprofit Management: An Overview. In: A. Zimmer E. Priller (eds.): Op. Cit., pp. 253-270. Assignment 1: Chose an NGO/a public institution/a small or medium size business organization/a political party available for you to conduct research on organizational culture and leadership during the semester. Provide a max. 3 pages long (12 TNR, 1.5) presentation of the chosen organization, describing the type of access/contact you have to/with the organization. Include, as well, a brief 2

assessment of the organizational culture and the dominant style in leadership as you see them, based on your previous knowledge or first impressions. Attention: Assignment 1 is mandatory those who do not submit in due time the presentation of the chosen case, will not be evaluated, and will lose the credits associated with the class. If needed, the Department will issue written request for cooperation addressed to the head of the targeted organization. 3. Elements of organizational culture: corporate governance, strategic management The concept of organizational culture. Elements of organizational culture. Governance structures in NGOs: one-tier model; two-tier model. Roles and responsibilities of boardmembers. Roles of the executive director. The organizational accountability. The concept of strategic management. Models of strategic management: The Balanced Scorecard; The Excellence Model; The Accountability Scorecard. The stake-holder oriented strategy development. The process of strategy development. 1. P. Siebart Ch. Reichard: Corporate Governance of Nonprofit Organizations In: A. Zimmer E. Priller (eds.): Op. Cit., pp. 271-296. 2. D. von Eckardstein R. Simsa: Strategic Management: A Stakeholder Based Approach. In: A. Zimmer E. Priller (eds.): Op. Cit., pp. 407-423. 4. Elements of organizational culture: project management, quality management The concept of a project. The 8W model. Phases of the project cycle. Organizational structures in project management: project coordination; project organization; matrix structure. Actors involved in project management. Tools utilized in project management. The concept of quality management. The concept of quality: transcendental; productbased; user-based; manufacturing-based; value-based. Measuring quality. Internal approaches to quality measurement. External Quality Evaluation: the ISO framework; the European Foundation for Quality Management framework. Participatory procedures for quality-standard settings. 1. D. Hullova: Project Management. In: A. Zimmer E. Priller (eds.): Op. Cit., pp. 493-523. 2. D. Greiling: Quality Management. In: A. Zimmer E. Priller (eds.): Op. Cit., pp. 457-477. 5. Elements of organizational culture: fundraising, evaluation Forms of organizational capital. Requirements for successful fundraising. Fundraising methods. The concept of evaluation. The definition of effectiveness. Types of evaluation: performance and process evaluation; strategic evaluation; outcome evaluation. The process of evaluation. 1. M. Haibach Th. Kreuzer: Fundraising. In: A. Zimmer E. Priller (eds.): Op. Cit., 368-379. 2. E. Rusteberg A. Appel J. Dabrowska: Evaluation in Nonprofit Civil Society Organizations. In: A. Zimmer E. Priller (eds.): Op. Cit., 525-547. 3

Assignment 2: Using the concepts studied so far provide a detailed assessment (min. 5 pages, 12 TNR, 1.5) of the organizational culture of the chosen organization. The analysis is expected to cover at least four of the six dimensions studied. 6. Core management competencies: the director role Taking initiative. Types of reaction to the challenge of taking initiative: directive, analytic, conceptual and behavioral types. Five steps for taking initiative. Keys to decisiveness. The concept of goal setting. Objectives as management tool: the concept of Management by Objectives (MBO). The concept of delegating. Barriers to delegating. Conditions of effective delegation. Potential risks of delegation. R.E Quinn S. R. Faerman M. P. Thompson M. R. McGrath: Becomnig a Master Manager. A Competency Framework. New York Chichester Brisbane Toronto Singapore: John Wiley and Sons, Inc., 1990, pp. 25-53. 7. Core management competencies: the producer role Personal productivity and motivation. The concept of Personal Peak Performance (PPP). The conditions of PPP: commitment; challenge; purpose; control; transcendence; balance. Motivating others. The concept of motivation. The theory of motivation: the concept of expectancy. Guide for applying the expectancy theory. Management of time and stress. Oncken s conditions for effective time management. Guide of efficient management. Guide for priority setting. Guide for effective stress manegment. R.E Quinn et al.: Op. Cit., pp. 54-83. 8. Core management competencies: the coordinator role The concept of operational planning. Establishing standards and priorities: SMART. Planning and scheduling tools: statement of work; task relationship diagrams; Gantt charts; Program Evaluation and Review Technique (PERT); Critical Path Method (CPM). The concept of organizing. Principles of organizing. Organization through departmentation: by function; by division; by matrix. Choosing appropriate form of departmentation. Lines of authority. Organization through designing subsystems. Organization through designing jobs: objective job characteristics; subjective job characteristics; job design strategies. Organization through allocating jobs across the work unit. The concept of controlling. The basics of control: setting performance standards; measuring actual performance; comparing performance with standards; taking appropriate action. Identifying critical control points. Organizational control systems: performance appraisal systems; financial control systems; information systems. Human reactions to control. Establishing effective control systems. R.E Quinn et al.: Op. Cit., pp. 84-121. 9. Core management competencies: the monitor role 4

Reducing information overload: the TRAF system. Filing techniques. Taking good notes. The concept of performance. Monitoring performance. Analyzing information and critical thinking. Barriers of good judgment: the NIH syndrome; pattern hypnosis; denial; conformity; ego involvement; faulty or incomplete analysis. Flexibility and openness. Analyzing arguments. Presenting information. The role of writing in the bureaucracy. Techniques of writing: sketching the outline; working out the details; revising and polishing the draft. The Lard Factor. Writing a memo. R.E Quinn et al.: Op. Cit., pp. 122-165. 10. Core management competencies: the mentor role The role of values in understanding oneself and others. The Johari window. Interpersonal communication. The basic model of interpersonal communication. Barriers of effective interpersonal communication. Rules of Effective Communication. Developing subordinates. Performance appraisal. Performance evaluation. R.E Quinn et al.: Op. Cit., pp. 166-196. 11. Core management competencies: the facilitator role Team building. Work groups versus work teams. The roles of team members. Task and group maintenance roles. Self-oriented roles. Informal approaches to team building: testing; organizing; establishing interdependence; producing and evaluating. Formal approaches to team building: role analysis technique; role negotiation technique; responsibility charting. Barriers to team building. Participative decision making. Meeting Evaluation Tool. The range of decision making strategies: the leadership behavior continuum. The Vroom-Yetton model of decision making strategies. Increasing meeting effectiveness. Conflict management. Different perspectives on conflict. Levels and sources of conflict. Strategies of conflict management: avoiding; accommodating; competing; compromising; collaborating. Advantages and disadvantages. Practical advices. R.E Quinn et al.: Op. Cit., pp. 197-236. Assignment 3: Using the concepts studied so far construct an evaluation instrument of the management/leadership style dominant in the chosen organization. Elaborate a research design for collecting data in the studied organization based on which the assessment of the management/leadership style can be accomplished. 12. Core management competencies: the innovator role and the broker role Adaptation to unplanned change. Organizational culture and change. Critical thinking, creative thinking. Individual barriers to critical thinking. Task Motivation Checklist. Management of change. Approaches to change management: rational empirical, 5

normative-reeducative, power-coercive approaches. Guidelines to Effective Management of Change. Building and maintaining powerbase. The concept of power. Five sources of power. Influence versus manipulation. Negotiating agreement and commitment. Four principles for getting yes. The freedom scale in negotiating expectations. Effective presentation of ideas. The SSSAP framework: set, sequence, support, access, polish. R.E Quinn et al.: Op. Cit., pp. 237-271 and 272-311. 13. Further perspectives on leadership Alternative models of leadership: transactional leadership; facilitative leadership; transformative leadership; situational leadership. 1. L. J. Mullins: Management and Organizational Behavior. London: Pitman Publishing, 1996, pp. 245-288. 2. R. A. Heifetz: Leadership without Easy Answers. Cambridge, MA London, England: Harvard University Press, 1994, pp. 11-66. Assignment 4: Using the elaborated evaluation instrument and following the research design provide a detailed assessment (min. 6 pages, 12 TNR, 1.5) of the management/leadership style dominant in the chosen organization. 14: Leadership competencies in applied context Examples of defining core competencies of leadership: Government of Canada; US Coast Guard; Glasgow City Council. Comparing with Quinn et al. Course evaluation, wrap-up discussion. III. Evaluation: Active participation in class: 10% Assignment 1: 10% Assignment 2: 30% Assignment 3: 20% Assignment 4: 30%. 6