Welcome to Organizational
Theory
(ADMN2510)
Professor Laura Ierfino-Blachford
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First Class Objectives
• Review syllabus
• Organize groups during break?
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Course Learning Objectives
• Describe multiple theories and concepts used for
organizations/businesses and their behaviour
• Use these theories and concepts to develop
recommendations for strategies to improve them
• Identify and understand various organization
components and their relationship to one another
– i.e. understanding systemic relationships and
consequences;
– Thinking about organizations and how they function;
• e.g., Open systems
• Different concepts or ways to look at orgs (e.g., Minzberg’s
five basic parts)
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Course Learning Objectives
• Analyze, assess, and diagnose organization
effectiveness
– e.g., contingency theories (resource based, internal or
goal)
• Understand principles of designing organizations
and organizational/business activities
• Understand how management and organization
design can lead to strategic advantage.
• Understand issues and challenges of
implementation of various design strategies and
interventions.
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Materials
• Organization Theory and Design - Daft and
Armstrong, Third Canadian Edition (2015).
Pearson publishing;
• Course website for slides, updates,
assignments: Blackboard;
• May use Ivey cases for certain assignment
cases and class discussion;
– Only purchase case after confirmed in class or
by professor.
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Grading
• Midterm Test - 25% – Based on all readings and in-class material
from the first five classes of term;
– 80 minutes duration and in-class during
February 13 or 14, 2024
• Final Examination - 30% – 3 hour final exam during the Final Examination
Period;
– Please ensure your travel arrangements are such
that you leave time for all of your exams.
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Grading
• Group Written Report - 15% – Academic Theory Idea
– Drawing upon organizational theories from class write a news
article article designed in the style of a newspaper piece, with the
objective of shedding light on contemporary business,
organizational, and societal issues and debates.
Group Case Analysis and Presentation - 25% – Presentation worth 10% based on case analysis;
– 10 pages plus 2 page update report examining
an assigned case using your choice of some of
the main organization theory concepts
discussed in class (worth 15%).
• Participation Grade (5%)
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Case Analysis Assignment
• Practice in preparing an analysis of a business
situation;
– Practicing manager, analyst or consultant typically does
this in a group.
• Take the position of consultants or advisors called
to help top management;
• Cases chosen from list posted on Blackboard;
– List of cases sources from Ivey cases;
• 12 pt font, Times Roman, 1 inch margin and no
more than 2500 words (not including update,
references and appendix).
• Due last day of class.
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Problem Statement
• Begin with a brief, 1-2 paragraphs (max.) summary of the
firm and its history.
• Then, summarize (again, in 1-2 paragraphs):
– What are the key problems/challenges facing the firm at
the time of the case?
and/or
– What is right here? What’s the opportunity?
• A succinct statement of the most pressing issues,
rather than a comprehensive (but shallow) summary
of everything under the sun.
• Don’t repeat a multitude of facts; instead, synthesize
and interpret them.
• Note that the “problem” will not always be made obvious in
the case; it is your job to define it well.
ADMN2510 L. Ierfino-Blachford
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Analysis
• Why is the firm experiencing the problem or opportunity?
• What are the causes of the problem or opportunity you
perceive?
• Use the concepts covered in class to get to the root issues
and to express them coherently (ex., External Environment
etc.)
• Be thorough and conceptually rigorous here
• Make reasonable assumptions if necessary; state them
clearly.
ADMN2510 L. Ierfino-Blachford
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Analysis
• Provide evidence to support your analysis (metrics and data
from case).
• Use concepts from text to analyze company using metrics
and data/information from case:
– e.g., Porter’s generic strategies or Miles and Snow’s typology;
– e.g., General and Task Environment;
– e.g., Organizational Structure (e.g., Geographic, departmental etc..).
Are these appropriate or should be implemented?
ADMN2510 L. Ierfino-Blachford
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Alternatives
• How to fix the problem or take advantage of the opportunity?
• Present 2 reasonable alternatives (no straw men, please). These
should follow from your analysis.
• The status quo is seldom a viable option -- if it were, you wouldn’t
be called in to consult.
• Alternatives need not be mutually exclusive, but must be “meaty”,
not just tinkering around the edges.
• Present pros & cons of each option. Analyze tradeoffs.
ADMN2510 L. Ierfino-Blachford
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Recommendation
• Which alternative(s) do you recommend?
Why?
(Note: Do not introduce new options here; choose from
among the alternatives discussed in the previous section.)
• Also consider:
– What contingency plans should be in place?
– No time for implementation in this assignment
unfortunately.
ADMN2510 L. Ierfino-Blachford
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Written Case Analyses: Guidelines
• Maximum 10 pages of text
– double-spaced
– one-inch margins all 4 sides
– 12-point, Times New Roman font
– graphs, tables, references, and other non-text material
may be included in an appendix. Maximum of 2 pages of
appendices
– in fairness, any deviations will be penalized
ADMN2510 L. Ierfino-Blachford
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Outside Research
• The only outside research you are required to
do is to go to the company’s website to look
for recent news as well as potentially using
their current financial statements.
• This avoids “recommending” something that
has already happened.
• Simply incorporate this new info into your
analysis.
• Other outside research is allowed, although
not required. Note carefully: any additional
information must be cited carefully so that I
and the discussant group can verify it.
ADMN2510 L. Ierfino-Blachford
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Academic Integrity
• Any suspected form of plagiarism – from the web, from
published material, from other students – will be referred
immediately without consultation to the Faculty Chain
• To avoid this unhappy situation, please consult:
– You are strongly encouraged to visit Trent’s Academic Integrity
website to learn more: www.trentu.ca/academicintegrity.
– The student’s handbook of rights and responsibilities
– Your instructor
• Remember: if your name is on the cover, you are
responsible for what’s inside.
ADMN2510 L. Ierfino-Blachford
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Case
• Doordash: In search of profitability. Product
Number: 9B21M039.
• Publication Date: 2021-04-14.
Netflix, Inc. Rothaermel, Frank T.; King,
David R.
• Publication Number MH0080
• Publication Date: 2023-02-02
• Cases may be purchased directly from
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Group Selection/Work
• No more than 5 people in a group.
• Students are responsible to chose your own
groups.
• Group conflict:
– Try to resolve amongst yourselves;
– As a last resort, professor offers a solution (e.g., split
group into two smaller groups).
• Professor may assign members to groups if
student does not have a group;
• Group information due week 3 in class–
Cases and presentation dates will also be
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determined week 3 in class.
Group Work (cont.)
• Group members are expected to contribute
equally;
• Best projects are done collaboratively;
• Trent university values academic integrity.
– Understand meaning and consequences of
plagiarism.
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A Professional Atmosphere
• Please do not do any of the following after
class has begun:
– chat with your neighbour(s);
– read the newspaper or other such material;
– complete assignments or study for other classes;
– walk in and out of class;
– let your cell phone ring.
• If you are late for whatever reason, please
be as discreet as possible.
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