Department of Strategic Management and Organization School of Business
University of Alberta
Organizational Analysis 321
Introduction to Strategic Management and Organization Design
Fall 2007
Instructor: Dr Kent Rondeau, PhD
Office: CSB 10-126H [Clinical Sciences Building]
Office hours: by appointment
Telephone: 780-492-8608 (Office) E-mail: [email protected]
Time and Place: Tuesday / Thursday 11:00 am – 12:20 pm CEB-436
Course Objective: Organizations provide a profound influence on the lives of everyone. We are born and die in hospitals, we are educated in schools, we are employed in profit-making or non-profit firms, we are regulated and controlled by government, police, and the courts, we vote for political parties, and we belong to clubs, societies, and fraternal orders. We are members of countless organizations over the span of our lives. Organizations are everywhere and pervasive.
Knowledge about organizations is critical if we are to survive their influence and profit from our association with them.
The objective of this course is to introduce the student to the study of organizations and their strategic management. The appropriate focus for this course will be primarily at, but not restricted to, the macro or societal level of analysis. This differs somewhat from organizational behaviour where the focus is on how individuals and groups act within organizations.
Topics to be covered in this course will include:
organizational goals and effectiveness; the environment and technology of organizations; organizational strategy, structure and design; organizational culture; organizational change, growth and decline; organizational conflict, power and politics; and organizational decision-making.
Classroom work will include lectures and discussion of required topics, selected case studies, and exercises. Case and exercise work is designed to provide practical examples for many of the concepts and theories that are discussed in class. Students are expected to have read all assigned cases and exercises before coming to class and to participate fully in their discussion and analysis.
Course Materials: The required textbook for this course is:
Jones, G.R., Mills, A.J., Weatherbee, T.G., and Mills, J.H. (2006). Organizational Theory, Design, and Change. Canadian Edition, Toronto: Pearson, Prentice-Hall.
The textbook is available for purchase at the University of Alberta Bookstore.
Course notes will be available on the web.
Grading: The grading system employed in this course will be:
Case Analysis (2 x 10) ...… 20 %
Organizational Analysis ....………. 20 %
Midterm Examination .…………... 25 %
Final Examination .…………... 30 %
Attendance / Participation ……….………. 5 % Grading Schema:
The following grading schema will be employed.
Percentage Range Grade
90 - 100 A+
85 - 89.5 A
80 - 84.5 A-
77 - 79.5 B+
74 - 76.5 B
70 - 73.5 B-
67 - 69.5 C+
64 - 66.5 C
60 - 63.5 C-
55 - 59.5 D+
50 - 54.5 D
0 - 49.5 F
In order to successfully pass this course, undergraduate students must secure a grade of D or better. Grades realized by the student will not be curved.
Case Analysis:
Each student is expected to analyze and submit two (2) cases from the four major cases that are examined in class. Students must submit one case from group A cases and one case from group B cases. The choice of which two cases to submit is left up to the discretion of the student. Regardless of which cases are chosen for submission, the student should have thoroughly read the case that has been assigned for that day and be ready to discuss its contents in an open forum. The format for the written case must follow the framework as provided by the instructor. The written case must not exceed 2000 words (approximately 8 pages excluding cover pages and supporting materials) in length and must be submitted at the beginning of class on the due date. Late cases will not be graded.
Organizational Analysis Exercise:
Working in groups of two (2), students will be expected to perform an analysis for an organization (or organizational subunit) of either its corporate strategy or its corporate culture. Students will follow the guidelines and format for performing the strategy/culture organizational analysis as described under a separate handout. The organizational analysis exercise is due no later than Thursday November 22, 2007.
Participation/Attendance:
Students understand best when they actively engage in learning. Students will be evaluated on regular class attendance and the quality of their participation in class discussions. Participation / attendance contribute 5 % of the final course grade.
Midterm Examination:
A one-hour midterm examination is scheduled for Tuesday October 23, 2007.
Final Examination:
A two-hour final examination will be held with time and place to be announced.
COURSE TIMETABLE
September 6: Introduction to the Theory of Organizations (I) Readings: Textbook - Chapter 1
Class Exercise: “Exploring Your Organizational Values” (handout)
September 11: Introduction to the Theory of Organizations (II) Readings: Textbook – Chapter 1
September 13: Introduction to the Theory of Organizations (III) Readings: Textbook – Chapter 1
Class Case: “Death of a Computer” (handout)
September 18: Goal Setting in Organizations Readings: Textbook – Chapter 2
Class Exercise: “Problems in Organizational Goal Setting” (handout)
September 20: Organizational Performance and Effectiveness Readings: Textbook – Chapter 2
Class Exercise: “Organizational Performance Indicators” (handout)
September 25: Organization Environment (I) Readings: Textbook – Chapter 3
September 27: Organization Environment (II) Readings: Textbook - Chapter 3 Case A-1: Groupe Noel
October 2: Principles of Organization Structure (I) Readings: Textbook – Chapter 4
Class Mini-Case: “The Boston Pizza Way!” (pp. 139)
October 4: Principles of Organization Structure (II) Readings: Textbook – Chapter 5
October 9: Designing Organizations (I) Readings: Textbook – Chapter 6
Class Mini-Case: “Stantec: A Historical Success Story” (pp. 210)
October 11: Designing Organizations (II) Readings: Textbook - Chapter 6
Case A-2: Rondell Data Corporation
October 16: Strategic Management of Organizations (I) Readings: Textbook – Chapter 8
October 18: Strategic Management of Organizations (II) Readings: Textbook – Chapter 8
Class Mini-Case: “Air Canada Restructures for Survival in a Changed Global Industry” (pp. 288)
October 23: Midterm Examination
October 25: Organization Culture and Ethics (I) Readings: Textbook - Chapter 7
October 30: Organization Culture and Ethics (II) Readings: Textbook – Chapter 7
Class Mini-Case: “Gildan Activewear’s Approach to Social Responsibility” (pp. 247)
November 1: The Technology of Organizations (I) Readings: Textbook – Chapter 9
Case B-1: The Westray Mine Explosion
November 6: The Technology of Organizations (II) Readings: Textbook – Chapter 9
November 8: Organizational Growth and Decline Readings: Textbook – Chapter 11 November 13: Fall Term Class Break (no class)
November 15: Organizational Analysis Exercise Scrum
November 20: Organizational Change
Readings: Textbook – Chapter 10
Class Mini-Case: “Organizational Change at Coast Mountain Bus”
(pp. 367)
November 22: Decision-Making in Organizations (I) Readings: Textbook – Chapter 12
November 27: Decision-Making in Organizations (II) Readings: Textbook – Chapter 12
Case B-2: Norton’s Department Stores
November 29: Conflict, Power and Politics Readings: Textbook – Chapter 14
Class Mini-Case: “The Future of the National Hockey League” (pp. 508) December 4: Course Review and Preparation for Final Examination
Notes:
Policy about course outlines can be found in Section 23.4(2) of the University Calendar. (GFC 29 SEP 2003)
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.ualberta.ca/secretariat/appeals.htm) and 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. (GFC 29 SEP 2003)
