Executive MBA Program
ORGANIZATIONAL ANALYSIS & DESIGN (BAD 7/67070)
Fall 2004
Instructor
Michael S. Duchon
Home: (216) 360-0710
Fax: (216) 360-0929
E-mail duchonm@aol.com (home)
Office Hours: Available one half hour prior to class or by appointment. I would welcome
the opportunity to meet with each one of you during the course.
Required Texts
& Additional Reading
1. Richard L. Daft (2001). Organization Theory and Design (7th edition). Cincinnati: SouthWestern College Publishing Co. (Textbook)
2. Case materials (handouts).
3. Reference manual required for papers: Publication Manual of the American
Psychological Association (4th or 5th edition) (1994, 2001). Washington, DC: APA.
Available in library.
4. Additional readings/exercises may be assigned and distributed by the instructor.
Course Description
And Objectives
Organizations are where we live and work most of our lives – they are ubiquitous in all societies. By studying
organizations, we are better able to understand and appreciate how these social/economic collectives can be designed to
best accomplish their purposes. Comprehending business managers create structures, processes, and values in
organizations which enhance productive human behavior.
Organizational Analysis provides a theoretical and practical learning experience in the structuring and functioning
of modern organizations. Taking an open-systems approach, we will focus both on intra-organizational behavior and the
interaction between organizations and their environments. No single model of an effective organization will be advocated,
no “right answer” applied universally. Rather, we will explore the factors and conditions within an organization which can
be altered to provide the best fit – and therefore the greatest opportunity for success – with the dynamic environment in
which the organization rests. The imperative for organizational learning, continuous adaptation, and change based on
new realities will be emphasized.
Course objectives:
In class and in assignments, students will:
1. Expand their understanding of the key factors necessary for organizational effectiveness.
2. Demonstrate mastery of congruence theory by analyzing organizations & applying it.
3. Use theory to appraise organizations’ structures, functions, processes, & strategies, and demonstrate a
cumulative comprehension of organizational theory concepts; evidence facility with “contingency” thinking in
organization design.
4. Gather data and use organizational theories to analyze and recommend changes in an existing organization.
5. Develop understanding of the mechanisms and processes necessary for organizational learning, adaptation,
& change, and demonstrate this understanding through course assignments.
6. Reconcile organizational theory with human behavior & needs.
7. Collaborate effectively with peers in learning and in conducting a group assignment.
Students will be expected to apply the knowledge learned in previous courses.
There will be both individual and group activity in class. The application of organization theories to practical
problems will enable students to share their own work/management experiences with the class and partake of the issues
which other managers face. The success of the course is dependent upon student preparation for and participation in
class. Classes are conducted as interactive and collective learning experiences. A writing assignment requires individual
analysis of an existing organization, and a class presentation calls for group analysis and application of course concepts.
Individual Written Assignment and Group Presentation
There are three required organizational analysis assignments:
1. Individually, write a paper analyzing an existing organization using the congruence model:
2. In a group, analyze an existing organization using selected course concepts, and present findings to
class.
3. A critique of a professional journal article related to any of the topics in the textbook.
1. The Congruence analysis Paper
DUE December 9 or 16
Think of an organization with more than 25 employees in which you have worked or are currently employed. You
may use a “non-employer” organization you know well if you prefer. Using the congruence theory, analyze this
organization according to the parts of the model – the inputs, transformation & throughputs, outputs, and
feedback loop. Include information on each component, e.g.: history, environment (including markets &
competitive position), resources, organizational strategy & goals, tasks (including work done to yield products or
services), formal organization (e.g. policies, structure), informal organization (including relationships & work
groups, leadership, culture), individuals (characteristics & preferences), outputs (individual, group, &
organization), and feedback & adjustments. You need not describe in detail all factors within each component,
but at a minimum identify several of the most important factors in each component. Identify areas of fit or lack-offit. The story line you want to develop concerns perceived congruities and incongruities, and the implications of
your observations for organizational effectiveness. Note: please follow these guidelines for your paper, not the
problem analysis steps in Figure 5 of Nadler & Tushman’s article. The length should be 7-10 typewritten pages.
Use APA format throughout paper.
2. The Presentation: Analysis of an Existing Organization Using Selected Course Concepts
Form a 3 or 4 person group; conduct an analysis of an organization using the course topics de jour, and plan
a coherent 30-minute presentation to your classmates. Each topic may be selected by one group only. On
some weeks, it will be possible for more than 1 group to present. Presentation dates are noted below after
the course concept topics. Select one:
a. Interorganizational relationships or organizational structures (Class #3, October 29) – must be
selected immediately)
b. Organizational change. (Class #4, November 4)
c.
Organizational culture & ethical values (Class #5, December 3)
d. Organizational conflict, or power & policies (Class #6, December 9)
e. Decision making in organizations, or use of information technologies (Class #7, December 16)
f.
Global competition or corporate global structures (Class #7, December 16)
The organization you select may be one in which a group member is working, has worked, or one from a case
study in a good quality business journal (e.g. Business Week, Harvard Business Review, Academy of
Management Executive). In the latter case, you MAY NOT USE THE SAME THEORY for this assignment as that
used in the business article, nor may you select a case already assigned in the course. Analyze the organization
using relevant course concepts for that assignment, and identify the implications for organizational effectiveness.
If warranted, recommend ways to enhance the organization’s capabilities further in the selected topic area, or, if
no improvements are indicated, identify the reasons for this organization’s success. Use of additional readings
and theory application are encouraged but not required. Be selective, succinct, and focused in your presentation,
and limit to 30 to no more than 45 minutes. Your presentation will complement the material to be covered in
the course and may be scheduled at any point during the related class. All group members are expected to
participate in the group planning, analysis, and class presentation.
**Note: You may find it useful in both written and oral organizational analysis assignments to assume the perspective of
consultant/consulting team.
Faculty Evaluation of Group Presentations: Group presentations will be evaluated & graded according to 6
criteria (worth 5 points each):
1. Content – command of the relevant course concepts as applied to the organization.
2. Clarity & comprehensiveness of presentation, including use of visual aids; development of a coherent picture of
the organization.
3. Adequacy of preparation demonstrated.
4. Amount of “polish,” creativity, and stimulation in the presentation to classmates.
5. Ability to engage the class’s interest and to promote learning.
6. Thoughtful use of time & material covered.
3. Critique off a professional journal article
DUE: November 4
The critique should reflect appropriate analysis, application insights, and adaptation for culture and environment.
Students with Disabilities:
In accordance with University policy, if you have a documented disability and require accommodations to obtain equal
access in this course, please contact the instructor at the beginning of the semester or when given an assignment for
which an accommodation is required. Students with disabilities must verify their eligibility through the Office of
Student Disability Services (SDS) in the Michael Schwartz Student Services Center (672-3391).
Performance Evaluation and Grading
Your performance in class will be evaluated based on your demonstrated participation and the quality of your
contributions. Additionally, your written work, your contributions to the group project/presentation, and class
participation will all affect your course grade.
Criteria
Points
Class Participation
15 points
Individual Paper
30 points
Critique
10 points
Organizational Analysis Presentation (group)
30 points
Final Exam
35 points
Total Points
120 points
Class Schedule
Fall 2004
Assignment for October 1, prior to first class:
Textbook: Chapters 1 & 2: “Organizations & Organization Theory,” pp. 2-37; and “Strategy, Organization
Design, and Effectiveness,” pp. 48-76 & 79-83.
October 1
Introduction & Course Overview
Friday
Organization Theory
4:00 – 7:30
The Congruence Model – Introduction
(Class #1)
Student Expectations of Course & Course Instructor
Group Arrangements & Administrative Matters
Assignment for October 14h:
Textbook: Ch 4, “The External Environment,” pp. 129-63; read from Ch. 2, “The University Art
Museum,” pp. 76-9;
Handouts: Nadler & Tushman (1980), “A Model for Diagnosing organizational Behavior” (the
Congruence Model), Organizational Dynamics, pp. 35-51.
Handout: “Pierce County” Case, from R.L. Daft (1995), Organization Theory & Design (5th
edition).
October14th
The Congruence Model
Thursday
The External Environment
5:30 – 9:00
Organizational Effectiveness & Organizational Strategy
(Class #2)
“A Major Malfunction,” The Challenger Disaster 1
Assignment for October 29th
Textbook: Ch 3, “Fundamentals of Organization Structure, “ pp. 84-126; and Ch. 5,
“Interorganizational Relationships, “ pp. 164-96.
Handout: “Worldwide Fender Blender,” Time, May 24, 1999.
HBR: Jack Welch: “GE’s Revolutionary”
October 29th
Organizational Structures
Friday
Inter-organizational Relationships
4:00 – 7:30 pm
Student Group Presentation 1
(Class # 3)
Assignment for November 4th
Textbook: Ch 10, “Innovation and Change, “ pp. 350-96.
Handouts: R.S. Capers & E. Lipton (1991). : Hubble error: Time, money, & millionths of an inch,”
(AME), 7 (4), pp. 41-57; and Rousseau (1996), “Changing the Deal While Keeping the People,”
AME, X (1), pp. 50-61.
HBR: Deep Change: “How Operational Innovation Can Transform Your Company” by
Michael Hammer
Assignment for November 4th Continued
Textbook: Ch. 9, “Organizational Culture & Ethical Values,” pp. 312-48.
Handout: S. Wetlaufer (1999), “A Question of Character, HBR, 77 (5), pp. 30-4.
HBR: “Measuring the Strategic Readiness of Intangible Assets” (Kaplan & Norton)
November 4th
Organizational Change
Thursday
Organizational Culture & Values
5:30 – 9:00
Ethical Behavior in Organizations
(Class # 4)
Student Group Presentation 2
Due Date: Critique on Professional Journal Article
Assignment for December 3rd
Textbook: Ch. 12. “Conflict, Power & Politics,” pp. 440-79.
Handout: “Cherie Cosmetics” case by K.E. Slaughter (from Daft textbook, 6 th ed.); and “RFK
High School” case, from L.B. Bolman & T.E. Deal (1991).
December 3rd
Intra – and Interorganizational Conflict
Friday
Power and Politics
4:00 – 7:30
Student Group Presentation 3
(Class # 5)
Assignment for December 9th:
Textbook: Ch. 11, “Decision-Making processes,” pp. 398-438; and Ch. 7, “Information
Technology and Knowledge Management,” pp. 238-75.
Handouts: R.E. Quinn & J.P. Walsh (1994). “Understanding organizational tragedies: The case
of the Hubble Space Telescope.” AME, 8 (1), pp. 62-67; and B.A. Stein & R.M. Kanter (1993).
“Why good people do bad things: A retrospective on the Hubble fiasco,” AME, 7 (4), pp. 58-62
December 9th
Decision Making
Thursday
Information Technologies
5:30 – 9:00
”A Major Malfunction,” The Challenger Disaster 3
(Class # 6)
Student Group Presentation 4
Early Due Date: Paper on Organizational Congruence
Assignment for December 16th
Textbook; Ch. 7, “Contemporary Trends in organization Design,” pp. 480-540; and Ch. 8,
“Organization Size, Life Cycle, & Control, pp. 278-311.
.
December 16
Contemporary Trends in Organizational Design
Thursday
Organizational Life Cycle
5:30 – 9:00
Student Group Presentation 5
(Class # 7)
Student Group Presentation 6
Due Date: Paper on Organizational Congruence
January 20th
Thursday
5:30 – 9:00
(Class # 8)
LAST CLASS
Final Exam - (Logistics to be discussed)