Teoría de la Organización (19BBA80021)
General information
Type: |
BAS |
Curs: |
1 |
Period: |
S semester |
ECTS Credits: |
6 ECTS |
Teaching Staff:
| Group |
Teacher |
Department |
Language |
| Ed: 1 |
François Collet |
Dirección de Personas y Organización |
ESP |
| Group |
Teacher |
Department |
Language |
| Sec: A |
François Collet |
Dirección de Personas y Organización |
CAT |
| Group |
Teacher |
Department |
Language |
| Sec: B |
Alex Makarevich |
Dirección de Personas y Organización |
ESP |
| Group |
Teacher |
Department |
Language |
| Sec: C |
Manel Peiró Posadas |
Dirección de Personas y Organización |
CAT |
Prerequisites
There is not prerequisite for this course
Previous Knowledge
The course is introductory
Workload distribution
Each contact hours requires approximately one hour of preparation.
COURSE CONTRIBUTION TO PROGRAM
This course is an introduction how organisations compete and what structures are put in place to achieve their goals.
Course Learning Objectives
1
Be able to identify the strategy of an organization, do an industry analysis to evaluate this strategy
2
Understand the relationship between strategy and structure.
3
Understand the implication of uncertainty, environmental uncertainty and complexity for organizational design
4
Understand the relationship between headquarters and subsidiaries for multinational businesses
5
Understand how managers deal with change and what strategies are available to them.
CONTENT
1. Session 1: Strategy, Industry Analysis and Introduction to Organizational Design ¿ What is Strategy? What is structure?
¿ Analysis of a contemporary case: Vueling
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2. Session 2: Organizational Structure ¿ What are the different ways of coordinating work? For what purpose?
¿ Case about Working in Big four accounting firms and working at global toy company such as Lego.
¿ Case about Working in a restaurant
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3. Session 3: Uncertainty and Complexity ¿ How to organization deal with uncertainty inside and outside the organization?
¿ Reporting on field observations buy students outside the classroom.
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4. Session 4: Contingency Theory: The Fit between Organization Design and its Environment. ¿ Case about Working at an electronics manufacturer Siemens, Bosch, Phillips
¿ Case about working in a growing manufacturing company.
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5. Session 5: Power and Influence ¿ Harvard Business School Power and Influence Simulations. Test and Analysis of different change scenarios.
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6. Session 6: Global Organizations in a Global Economy (part I) ¿ What is Globalization? What are the good aspects? What are the negative aspects?
¿ Case about working at an advertising agency: Ogilvy and Mather.
¿ Case about working at a pharmaceutical company in Asia: Lundbeck laboratory
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7. Session 7: Transnational Organization ¿ How are large organizations structured?
¿ Case about working at a global management consulting organization.
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Relation between Activities and Contents
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4 |
5 |
6 |
7 |
| Lecture |
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| Interactive Analysis |
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| Final Examinations |
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| Participative Sessions |
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Methodology
From the methodological point of view, the course combines lectures and interactive sessions. The course requires both independent study from participants and team work.
Lectures: lecture based with class activities, simulations, exercises and discussions.
Interactive sessions: a mix of exercises, cases, group work, discussion of readings, student presentations, debates and other activities.
Discussion of cases or theories are an opportunity to test the robustness of your own understanding of the material in a safe environment. Most importantly, it is an opportunity to learn from others, by listening to comments and criticisms and reflect together to advance further in your own understanding of the business problems that we will discuss in class.
The lecture/discussion sessions are sometimes accompanied by assigned readings, which may be articles, book chapters or class notes. During these sessions we do not ?explain' the readings, therefore sessions do not substitute for your reading or vice versa. In general, students' participation in these sessions is not as deep as in the case discussions. However, we do expect that you debate some of the ideas and contribute with your experiences. We also expect from you that you read and study the assigned material prior to class, as this accelerates the pace of the session and make discussions richer.
Independent study: Students are expected to prepare the readings and all required activities.
Team work: Students will work in teams, developing a project in which they apply the knowledge adquired along the sessions. Team work are also important learning tools to put to the test your own understanding of a problem and how what you study can inform your own insights and practice.
ASSESSMENT
ASSESSMENT BREAKDOWN
| Description |
% |
| Interactive Analysis |
20 |
| Final Examinations |
50 |
| Participative Sessions |
30 |
Assessment criteria
(1) 20% in class activities
(2) 30% in participative class activities.
(3) 50 % Final, multiple choice exam: A minimum of 5 over 10 points is required.
Notes on Class participation and Attendance
Attendance and participation are absolutely essential in this course. All students are expected to attend all sessions and be on time.
- You shouldn't miss class. We trust that you will respect the rule that absences can be justified.
- Justification is a medical condition (serious and demonstrated) or a grave family matter (demonstrated as well).
- Because we trust that you will respect these rules according to their spirit, we may not systematically ask you to show proof of justification. Remember that you are governed by ESADE code of honor and that making false statement is a serious breach of trust that we expect to discuss with program management.
Participation includes the following elements:
1) Prepare for class. This is demonstrated by:
a) carefully reading the case(s) and any other required readings to be discussed in class
b) thinking about and writing down notes in support of your answer to each question for discussion
c) Applying ideas from the readings to issues in the discussion.
d) challenging or extending ideas in the readings
e) integrating or contrasting ideas from previous reading assignments
2) Actively participate in class discussion. This is demonstrated by:
a) offering input often, without being dominant
b) providing clear and succinct comments
c) following class discussion to make relevant comment
d) attempting to answer difficult questions in a rigorous way
e) asking relevant questions during class discussions and group presentations
3) Show consideration for others. This is demonstrated by:
a) not interrupting others, not talking loudly during their input or behaving in a disruptive way
b) building on others' comments to make progress on a topic and advance class discussion
c) Not spending time on social media or engage any other activities while the class is working, a group presenting or when the lecturer is providing explanations
Bibliography
Bartlett, C. A. and Ghoshal, S. (1999) 'Managing across borders: The transnational solution': Taylor & Francis.
Daft, R. L., Murphy, J. and H., W. (2010) 'Organization Theory and Design'. Cheriton House, North Way, Andover, Hampshire, SP10 5BE, United Kingdom: Cengage Learning EMEA.
Jones, G. R., & Education, P. 2010. Organizational theory, design, and change: Pearson.
Mintzberg, H. (1979) 'The structuring of organizations: a synthesis of the
Timetable and sections
| Group |
Teacher |
Department |
| Ed: 1 |
François Collet |
Dirección de Personas y Organización |
Timetable Ed: 1
| Group |
Teacher |
Department |
| Sec: A |
François Collet |
Dirección de Personas y Organización |
Timetable Sec: A
| Group |
Teacher |
Department |
| Sec: B |
Alex Makarevich |
Dirección de Personas y Organización |
Timetable Sec: B
| Group |
Teacher |
Department |
| Sec: C |
Manel Peiró Posadas |
Dirección de Personas y Organización |
Timetable Sec: C
