Modules are from the following textbook:
Ancona, Deborah, Thomas Kochan, Maureen Scully, Eleanor Westney, and John VanMaanen (a team of Sloan School faculty members). Managing for the Future: Organizational Behavior and Processes. 3rd ed. Boston, MA: South-Western College Pub, March 15, 2004. ISBN: 0324055757.
| Lec # | topics | readings | |
|---|---|---|---|
A: Organizational Processes - An Introduction | |||
1 |
Introduction and Course Overview 5 Lenses* and 10 Sub-Systems**: Industries Selected | No readings are assigned for the first class. It is recommended, however, that you review on your own time the Module 3 Team Handbook (pp. 3-16) as preparation for group projects. | |
2 |
Industry/Organizational Policy Analysis Methods Case Study: "FAA/NASA Aviation and the Environment" |
"Report to Congress on Aviation and the Environment." Module 1 - The "New" Organization: "Changing Organizational Models." pp. 10-21. Module 2 - Three Lenses: "Introduction." pp. 8-12. | |
B: Organizational Types | |||
3 |
Regulatory/Administrative Organizations and NGOs Guest Speaker |
Module 2 - Three Lenses: "The Strategic Design Lens." pp. 13-27. Module 9 - Organizational Action in Complex Environments: "Class Note." pp. 8-22. | |
4 |
Entrepreneurial Organizations Guest Speaker |
Module 2 - Three Lenses: "The Political Lens." pp. 33-46. Module 7 - Workforce Management: "Managing a Changing Workforce in Turbulent Times." pp. 12-24. Module 8 - Managing Change in Organizations: "Overview." pp. 1-21. | |
5 | Multi-National Organizations |
Module 2 - Three Lenses: "The Cultural Lens." pp. 57-66; "Organizational Culture." pp. 67-82. Module 8 - The Managing Change in Organizations: "The Strategy that wouldn't Travel." pp. 22-27. Readings Distributed Separately Cutcher-Gershenfeld, Joel. "Passing the Point of No Return." MIT/Sloan Foundation Industry System Study. (PDF) "Socio-Technical Engineering Systems Simulation." MIT/Sloan Foundation Industry System Study. (PDF) | |
C: Organizational Processes (By Level) | |||
6 |
Individual Motivation and Commitment Reward System Design Exercise Single Point Module: Coaching and Mentoring |
Module 4 - Diverse Cognitive Styles in Teams: "Self Assessment." pp. 6-9. Reading Distributed Separately Coens, Tom, and Mary Jenkins. Abolishing Performance Appraisals. San Francisco, CA: Berrett-Koehler Publishers, 2000. ISBN: 1576750760. Chapters 1, 2, and 3. | |
7 |
Group Dynamics and Decision Making Guest Speaker |
Modules 3 - Making Teams Work: "Overview and Primer." pp. 1-14. Module 5 - Team Processes: "Overview." pp. 1-3; "Team Process Observation Guide." pp. 6-14. | |
8 |
Organizational Strategy, Structure and Process Protocols and Standards Guest Speaker |
Module 6 - Teams in Organizations: "Overview and Outward Bound: Linking Teams to their Organizations." pp. 1-9; "Case: Aston-Blair, Inc." pp. 11-21. Reading Distributed Separately Doyle, John. "Protocols." (PDF) | |
9 |
Industry Alignment and Institutional Transformation Systems Change Debates |
Module 8 - Managing Change in Organizations: "Overview." pp. 1-20; "Leadership of Profound Change." pp. 32-37. Readings Distributed Separately Cutcher-Gershenfeld, Joel, and J. Kevin Ford. Valuable Disconnects. New York, NY: Oxford University Press, 2005. ISBN: 0195089065. Chapter 1. Murman, Earll, et al. "Lean Thinking." Lean Enterprise Value. New York, NY: Macmillan, 2003. Chapter 4. | |
D: Integration | |||
10 |
Industry Policy Project Presentations Student Team Presentations | No readings are assigned for this class. | |
11 |
Re-Engineering Technology Policy Organizations Guest Speaker | No readings are assigned for this class. | |
12 |
Alumni/ae Panel Open-Forum Panel Dialogue |
Reading Distributed Separately Kochan, Thomas, Wanda Orlikowski, and Joel Cutcher-Gershenfeld. | |
* 5 Organizational Lenses: Structural, Political, Cultural, Economic, and Engineering
** 10 Organizational Sub-Systems: Recruitment/Selection, Leadership, Communications, Information, Decision Making, Training/Learning, Reward/Reinforcement, Negotiations/Dispute Resolution, Rotation/Sub-Contracting/Attrition/Retirement, Systems Change/Transformation