REVISED AMENDMENT TO EXISTING SYLLABUS FOR Date Revision Shared with Students:
In response to the 2020 COVID-19 global pandemic, all courses at the University of Alberta moved to remote delivery, effective March 17, 2020. Subsequently, a decision was made to adjust the grading scheme for all University of Alberta courses for the Winter 2020 term to award one of the following grades: CR (credit) or NC (no credit) as indicated in the University Calendar.
The changes were put in place to ensure equity among students, preserve academic integrity in extraordinary circumstances, and to manage the issues presented by an uncertain future, including the impact on our students and human resources.
To ensure clarity for students, all Winter 2020 course outlines for both undergraduate and graduate courses are to be updated using this template to outline changes to exams, assessments and grading and shared with students.
Course Code:
Course Title:
Instructor Name:
Instructor Contact Information:
Revised course assessment plan (Please list all assessed assignments and weighting below)
Created March 24, 2020
SMO 321
SMO 321
INTR TO STRATEGIC MANAGEMENT AND ORG DESIGN JOSEPH OWUSU
EMAIL:[email protected] CELL:780-288-1955
MIDTERM EXAM (30%)
Already completed. No changes to the weight.
FINAL EXAM (40%)
No changes to the weight (40%) and structure of the final exam (short answer questions, multiple choice, and true/false questions). The final exam will now be conducted on eClass on April 17th from 2:00PM to 4:00PM). You are required to log in to eClass on the scheduled exam date to complete the final exam.
CLASSROOM CONTRIBUTION(10%)
No changes to the weight. For the rest of the semester, I will continue to assess your classroom
contribution and participation based on the completion of posted lessons on eClass. Please go to eClass to complete all posted lessons.
CASE ANALYSIS (20%)
No changes to the weight. If you haven't completed your Case Study Report, please submit your Case Study Report to eClass by 8:00am on the day your chosen case is scheduled to be discussed in class.
Each case analysis must address the specific questions accompanying that particular case.
3/25/2020
IMPORTANT NOTES:
● If students require alterations in their approved accommodations, please contact [email protected].
● The changes with respect to the mode of delivery of instruction and assessment and the changes to grading regulations do not constitute grounds for an appeal under academic appeal policies (i.e. grade or academic standing appeals may not be advanced on the grounds of these changes).
● When Incomplete (IN) status is assigned instructors are required to communicate with students about the mechanisms and requirements that will be implemented to determine the student final grade of CR or NC. For more information, including the time to complete the remaining course work see the University Calendar.
Created March 24, 2020
SMO 321
INTRODUCTION TO STRATEGIC MANAGEMENT AND ORGANIZATION DESIGN Instructor: Joseph Owusu
Office Hours: By appointment Email: [email protected]
Section: Winter 2020 B1
Time: Tue & Thurs 8:00 am-9:20 am Classroom: BUS 1-09
COURSE DESCRIPTION Objectives
Welcome to SMO 321, Introduction to Strategic Management and Organization Design. This course is designed to provide you with tools to understand: Why do organizations look the way they do? Why do organizations behave the way they do? What roles do an organization’s internal characteristics (e.g., its strategy, its culture, etc.) and external environment (e.g., its competitors, the government, technological changes, etc.) play in these processes? How do organizations influence society—and vice versa?
In this course, we will explore a range of conceptual tools and theoretical frameworks that explain the structure and behavior of individual organizations, the relationships between multiple organizations, and the properties of entire populations of organizations. Because organizations play such a central role in each of our lives, this class will be useful not only for developing a better understanding of organizations but also for developing a better understanding of social life. Topics include organizations and organization theory;
organization purpose and structural design; organizational structure; the external environment;
organizational culture and ethical values; innovation and change; and conflict, power and politics.
Course Goals
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Demonstrate knowledge of various organization theories
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Develop skills for analyzing organizational structures and process through multiple perspectives; and
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Leverage those skills and competencies acquired from the course to design innovative solutions to organization’s wide-ranging problems.
This course will also contribute to the following learning goals more broadly: critical thinking, teamwork, ethical awareness, and communication.
REQUIRED MATERIALS
Organization Theory & Design, Third Canadian Edition, by A. Daft & A. Armstrong. Nelson Education Ltd.
Additional required readings can be accessed through eClass and/or the University Library.
Evaluation
Midterm Exam 30%
Case Analysis 20%
Final Exam 40%
Classroom Contribution 10%
TOTAL 100%
Grading. Grading. All grading will be done by the instructor. Detailed grades will be posted on u as soon as they are computed. Please review them and send any feedback about any potential errors. You are welcome to discuss your individual class performance and standing in the course with me during my office hours. On e-mail request, I will provide detailed comments on the final paper.
Grade Distribution. I will follow the official grading policy found in §23.4(4) of the University Calendar.
Grades will be calculated using a combination of the recommended distribution and absolute measures. I retain discretion: if the class is highly engaged, the final distribution will be higher than the guideline.
EXPECTATIONS & ETHICS
Policies about course outlines can be found here and in §23.4(2) of the University Calendar.
Appropriate Conduct. My goal in this course is to create a supportive environment for learning based on open, constructive debate. This requires all of us to be engaged with the material and with each other in a professional manner, with courtesy and respect. Discrimination, malicious criticism, and disruption of class are examples of conduct that are not acceptable. The University of Alberta Code of Student Behaviour specifies in Section 30.3.4. Inappropriate Behaviour towards Members of the University Community, subsection 30.3.4(1) Disruption, paragraph 30.3.4(1)a that “No student shall disrupt a class in such a way that interferes with the normal process of the session or the learning of other students. “Under Section 30.4.3 Levels of Sanction, subsection 30.4.3(1) Minor Sanctions, paragraph 30.4.3(1)a “Instructors have the authority to dismiss a student from class for no more than 3 hours of class time for disturbing, disrupting, or otherwise interfering with a class.”
Academic Integrity. The University of Alberta is committed to the highest standards of academic integrity and honesty. Students are expected to be familiar with these standards regarding academic honesty and to uphold the policies of the University in this respect. Students are particularly urged to familiarize themselves with the provisions of the Code of Student Behaviour (online at www.governance.ualberta.ca) and to avoid any behaviour which could potentially result in suspicions of cheating, plagiarism, misrepresentation of facts and/or participation in an offence. Academic dishonesty is a serious offence and can result in suspension or expulsion from the University.
Lecture Recordings. Audio or video recording of lectures, labs, seminars or any other teaching environment by students is allowed only with the prior written consent of the instructor or as a part of an approved accommodation plan. Recorded material is to be used solely for personal study and is not to be used or distributed for any other purpose without prior written consent from the instructor.
DETAILS ON EVALUATED COMPONENTS
Midterm Exam (30%)The mid-term test will be held in the regularly scheduled course time. The test will cover all material covered in the text, lectures, in-class discussions and slide presentations, up to and including the class prior to the test. The test will consist of multiple choice, true/false, and short answer questions.
Case Analysis (20%)
Students will be asked to complete a case analysis that utilizes the tools and concepts developed in the class.
You will submit one case from the three cases that will be analysed in class. Each case analysis must address the specific questions accompanying that particular case. The case analysis should be typed double-spaced, 12-point Times New Roman Font, with 1-inch margins all around. The case analysis will be due by 8:00am on the day your chosen case is scheduled to be discussed in class.
Final Exam (40%)
The final exam will be held during the exam period. The exam will be based only on material covered from AFTER the midterm exam up to the date of the final exam. The final exam will consist of multiple choice, true/false and short answer.
Individual Class Participation & Contribution (10%)
The course uses a mixture of lectures, seminar type discussions, case discussions, and videos. The class will emphasize class discussions more than lectures. Given the nature of the course, students are expected to attend class sessions regularly, to participate actively during these class sessions and to do the readings (especially cases) in advance of these sessions. In organization theory, where performance is often an outcome of the logic, communication and execution of decisions, it is very important that the student is engaged with the material and understands other perspectives. I include a participation grade to encourage students to get the most from this class by bringing their voices and interests into the discussion and engaging with others in the class. I encourage and expect stimulating class discussion and collegial participation. Participation will be assessed throughout the course.
COURSE OUTLINE
Please Note: The schedule included in this syllabus is likely to change throughout the term. I will announce scheduling changes in class and on eClass
Day Date Reading
Tuesday January 7 Course Overview & Introduction
Thursday January 9 Introduction to Organizations - Chapter 1
Tuesday January 14 Organization Theory I - Chapter 1
Thursday January 16 Organization Theory II - Chapter 1
Tuesday January 21 Organizational Structure & Design - Chapter 3 Thursday January 23 The External Environment- Chap 4
Tuesday January 28 Interorganizational Relationships– Chapter 5 Thursday January 30 Strategic Management – Chapter 2
Tuesday February 4 Strategic Management- Chapter 2
Thursday February 6 Organizing Global Companies- Chapter 6
Tuesday February 11 Case Study 1- Opening the Valve: From Software to Hardware (A)
Due: 8:00am February 11
Thursday February 13 Midterm Exam Review
Tuesday February 18 Reading Week Thursday February 20 Reading Week
Tuesday February 25
Midterm Exam(Chapters 1,2,3,4,5,6) Thursday February 27 Technology -Chapter 7
Tuesday March 3 Organizational Size, Life Cycle, & Decline I-Chap 8 Thursday March 5 Organizational Size, Life Cycle, & Decline II-Chap 8
Tuesday March 10 Innovation and Change I- Chapter 10 Thursday March 12 Innovation and Change II- Chapter 10
Tuesday March 17 Case Study 2- Teflex Canada: A Culture of Innovation (p.40-47)
Due: 8:00am March 17
Thursday March 19 Organizational Culture & Ethical Values I- Chap 9
Tuesday March 24 Organizational Culture & Ethical Values II- Chap 9 Thursday March 26 Decision-Making Processes - Chapter 11
Tuesday March 31 Conflict, Power, and Politics- Chapter 12
Thursday April 2 Case Study 3- Lott Industries: The CEO fights for Survival
Due: 8:00am April 2
