Syllabus Organizational Management Final

Syllabus Organizational Management Lecturer: Mirjana Borota-Popovska, Ph.D. [email protected] Teaching Assistant: Vesna Zabijakin-Chatleska, MA [email protected]

A) Course description The course is designed for the students of the MA Program in Political Management at the Political Science Department. This is an obligatory course. The course Organizational Management deals with the theory and practice of organizational processes, forms of organizing and their management. The key concepts of the course include basic management functions, behavioral aspects of management, as well as contemporary tendencies in the theory of organizational management. The field of study consists of organization, mutual conditionality of the environment and organization, as well as the impact of individuals and groups on the organization and vice-versa. Mostly, the contents of the course is focused on the leading/managing processes and provides the students with an in-depth understanding of organizational sub-systems and their integration, in order to achieve high organizational performances. The course design does not rely only on abstract theories; rather it involves broad real-life examples. The idea is to appeal to students on a practical level and provide insight and meaningful information for them to succeed in their future “working life”. This course explores new management ideas in a way that is interesting and valuable for the students, while retaining the best of traditional management thinking. 1. Aims of the course This course aims to enable participants to cope with major issues that managers confront with, while managing profit or non-profit organizations. The aim of the Organizational Management course is to provide students with sound knowledge in the organization phenomenon and organizational system processes and train them for successful fulfillment of their management role. Focusing on the future of organizational management, by identifying and describing emerging elements and examples of the new workplace, the students will be acquainted with the changing management paradigm, creating a confidence that they can understand and master it. At the same time, the aim of the course is to develop critical thinking, creativity and analytical skills by actively involving students in the seminar paper.

1

2. Teaching techniques The course will be delivered through lectures and seminars integrating class teaching, power point presentation, case method, class discussions, individual and group presentations and discussions. The seminars will mostly include student oriented interactive teaching methods with various teaching techniques: case studies, exercises, individual and group work, presentation and discussions. The students will practice team work, oral presentation and written reports. Student assignments will be given before each seminar and it will be very useful to read the assigned parts before class discussions and exercises. Half of the time will be dedicated to seminars. 3. Expected learning outcomes This course will provide assistance to students in building their own organizational, communicational, managerial and leadership skills and enable them to face the challenges of successful solving of complex organizational problems, while working in a modern, rapidly changing environment. After completing the course, students will acquire competencies for managing working and political processes and skills and professional exercising of management tools as a part of their business activities. B) Grading policy (compatible with Departmental standards) Attendance, activity and in class participation

20%

Project assignment (research projects; seminar work; presentations)

20%

Exam

60%

C) In class policies 1. Bringing food during class hours is strictly prohibited. 2. Cell phones, PDA's, beepers and other electronic communication devices can not be used during the class, and should at least be set not to make noises, if they are not totally turned off. D) Expectations from the students 1. The students are expected to read the obligatory literature before coming in class. That is the main precondition for quality of lectures and discussions. 2. For a better and more thorough understanding of the reading material the students should pay due attention to the following:

2

• • • • • •

What is the main argument in the text? What is the author aiming at and what is the main point? What is the theory if one exists in the text? Make comparisons. To how many examples does the author points to? What is the purpose of the author when comparing the examples? Factors and Variables. Which factors have the strongest influence on the argumentation of the author? Look for mistakes in the author's logic of argumentation! Are the hypothesis valid in the given context. Methodology. What is the author's methodology (statistical methods, descriptive explanations, historical analysis, content analysis, case studies, ect) Does the data support the author's arguments? Are there enough evidence to support the argumentation and do the evidence go in the same line with the arguments?

3. The students are expected to prepare their assignments for the seminars thoroughly. Case studies examples will be made available, however students are expected to research the topics outside the class as well. 4. The students should prepare project paper titled “Current management situation and possible improvements of XX company”. The content of the paper will cover the actual situation of the company: organizational structure, planning process, HRM processes, leadership style and controlling, and according to their analyses and diagnosis they should write recommendations for improvements. All papers will be presented in front of other colleagues. E) Course content and obligatory readings 1. Introduction to Organizational Management  

 



Managers and Managing. What is Management? Achieving High Performance: Efficiency and Effectiveness Managerial Functions; Types of Managers; Managerial Roles and Skills Challenges for Management in a Global Environment How to analyses a business policy case (Guidelines for preparing case analyses)

Seminar: Exercise - “Lost at the sea” Obligatory reading: Jones, G. R. and George, J. M. (2003) Contemporary Management (third edition). New York: McGraw-Hill, (Chapter 1) Recommended reading: Daft, R. L. (2007) Management: The New Workplace. Mason: Thomson South - Western Weihrich, H. and Koontz, H. (1998) Menadzment (10-to izd.). Zagreb: Mate

3

2. The Evolution of Management Theory     

Scientific Management Theory Administrative Management Theory Behavioral Management Theory Management Science Theory Organizational Environment Theory

Seminar: Discussion about the film “Modern times”-Charlie Chaplin; Small group breakout exercise - Modeling an open system; Case study: “Mr. Edens profits from watching his workers’ every move”-The Wall Street Journal Obligatory reading: Jones, G. R. and George, J. M. (2003) Contemporary Management (third edition). New York: McGraw-Hill, (Chapter 2) Recommended reading: Weihrich, H. and Koontz, H. (1998) Menadzment (10-to izd.). Zagreb: Mate Petkovic, M., Janicijevic, N. and Bogicevic, B. (2003) Organizacija. Teorije, Dizajn, Ponasanje, Promene (drugo izdanje). Beograd: Ekonomski fakultet Shafritz, J. M. and Steven Ott, J. (1996) Classics of Organization Theory (fourth edition). Fort Worth: Harcourt Brace College Publishers

3. The Environment of Management    

What is Organizational Environment (Task Environment; General Environment) Managing the Organizational Environment Managerial Ethics and Corporate Social Responsibility Managing the Global Environment

Seminar: Case study about changing environmental forces and their affect on mangers and their companies. Obligatory reading: Jones, G. R. and George, J. M. (2003) Contemporary Management (third edition). New York: McGraw-Hill, (Chapter 5; Chapter 3, pp. 89-111; and Chapter 6) Recommended reading: Jones, R. G. (2004) Organizational Theory, Design, and Change. (fourth edition). Pearson Education International Daft, R. L. (2007) Management: The New Workplace. Mason: Thomson South - Western Weihrich, H. and Koontz, H. (1998) Menadzment (10-to izd.). Zagreb: Mate Johnson, G. & Scholes, K. (1999) Exploring Corporate Strategy (6th edition), International edition: Prentice Hall/Financial Times. Borota-Popovska, M. (2004) Delovna etika. Skopje

4

4. Managerial Decision Making; Organizational Planning and Goal Setting      

 

The Nature of Managerial Decision Making Steps in the Decision Making Process; Cognitive Biases and Decision Making Group Decision Making Managerial Decision Making and Information Technology (MIS) An overview of the Planning Process Determining the Organization’s Mission and Goals Formulating Strategy (Strategies: Corporate-Level, Business-level, and FunctionalLevel) Planning and Implementing Strategy

Seminar: Exercise 1 - Decision making tree; Exercise 2 - Opening a new business Obligatory reading: Jones, G. R. and George, J. M. (2003) Contemporary Management (third edition). New York: McGraw-Hill, (Chapter 7, pp. 219-237; Chapter 8, Chapter 17) Recommended reading: Daft, R. L. (2007) Management: The New Workplace. Mason: Thomson South - Western Weihrich, H. and Koontz, H. (1998) Menadzment (10-to izd.). Zagreb: Mate Johnson, G. & Scholes, K. (2002) Exploring Corporate Strategy (sixth edition). Essex: Pearson Education Limited

5. Managing Organizational Structure  

  

Designing Organizational Structure Grouping Tasks into Jobs: Job Design Grouping Jobs into Functions and Divisions Coordinating and Integrating Functions and Divisions Strategic Alliances, B2B Network Structures, and IT

Seminar: Visit to Delegation of EC in Macedonia and/or Secretary General of the Government of the Republic of Macedonia or guest speaker from the Secretary General or Delegation of EC in Macedonia Obligatory reading: Jones, G. R. and George, J. M. (2003) Contemporary Management (third edition). New York: McGraw-Hill, (Chapter 9) Recommended reading: Daft, R. L. (2007) Management: The New Workplace. Mason: Thomson South - Western Jones, R. G. (2004) Organizational Theory, Design, and Change (fourth edition). Pearson Education International Weihrich, H. and Koontz, H. (1998) Menadzment (10-to izd.). Zagreb: Mate

5

6. Human Resource Management and Diversity 

 

Strategic Human Resource Management The Components of Human Resource Management Managing Diverse Employees in a Diverse Environment

Seminar: Exercise - Recruitment and selection process with a stress on selection interview; Case study: Job analysis as a means of revamping training for the gas industry in the Nederland Obligatory reading: Jones, G. R. and George, J. M. (2003) Contemporary Management (third edition). New York: McGraw-Hill, (Chapter 11 and Chapter 3) Recommended reading: Daft, R. L. (2007) Management: The New Workplace. Mason: Thomson South - Western Weihrich, H. and Koontz, H. (1998) Menadzment (10-to izd.). Zagreb: Mate Antony, W. P., Perrewe, P. L., and Kacmar, K. M. (1999) Human Resource Management: A Strategic Approach (third edition), Fort Worth: The Dryden Press Armstrong, M. (2003) A Handbook of Human Resource Management Practice (ninth edition), London: Kogan Page Dessler, G. (2005) Human Resource Management. (tenth edition), International Edition: Pearson /Prentice Hall Torrington, D., Hall, L. and Taylor, S. (2002) Human Resource Management (fifth edition), London: Prentice Hall Riley, D. D. (2002) Public Personnel Administration (second edition), New York: Longman

7. Organizational Control and Culture  

 

Organizational Control Systems and Control Process Output Control Behavior Control Organizational Culture and Clan Control

Seminar: Exercise - What kind of organizational culture do you have in your organization? ; Case study about differences in organizational cultures and their influence on control process. Obligatory reading: Jones, G. R. and George, J. M. (2003) Contemporary Management (third edition). New York: McGraw-Hill, (Chapter 10) Recommended reading: Daft, R. L. (2007) Management: The New Workplace. Mason: Thomson South - Western Weihrich, H. and Koontz, H. (1998) Menadzment (10-to izd.). Zagreb: Mate

6

Anthony, R. N. and Young, D. W. (1999) Management Control in Nonprofit Organization. Boston: Irwin/McGraw-Hill Anthony, P. (1994) Managing Culture. Buchingham: Open University Press Deal, T. & Kennedy, A. (1998) Corporate Cultures: The Rites and Rituals of Corporate Life. Lodon: Penguin Books Popovski, V. (2001) Vlijanieto na organizaciskata kultura vrz delovnosta na pretprijatijata. Skopje: Ekonomski institut Pheysey, C. D. (1993) Organizational Cultures: Types and Transformations. London: Routledge

8. Leadership in Organizations    

 

 

  

The Nature of Leadership Leadership versus Management Trait and Behavior Models of Leadership Contingency Models of Leadership Transactional and Transformational Leadership Gender and Leadership The Manager / Leader as a Person: Personality Traits, Values, Attitudes, Moods and Emotional Intelligence Solving Problem Creatively Gaining Power and Influence Empowering and Delegating Time Management and Stress management

Seminar: Guest speaker. Obligatory reading: Jones, G. R. and George, J. M. (2003) Contemporary Management (third edition). New York: McGraw-Hill, (Chapter 13 and Chapter 3, pp. 75-89) Daft, R. L. (2007) Management: The New Workplace. Mason: Thomson South - Western, (Chapter 12) Whetten, D. A. and Cameron, K. S. (1998) Developing Management Skills (fourth edition). New York: Addison-Wesley, (selected parts from Chapter 2, Chapter 3, Chapter 5, and Chapter 8) Recommended reading: Daft, R.L. (2005) The Leadership Experience (third Edition). Toronto: Thomson South-Western Sadler, P. (2003) Leadership. London: Kogan Page

9. Motivation 

 

The Nature of Motivation Theories of Motivation Pay and Motivation

Seminar: Case study: How to motivate employees. 7

Obligatory reading: Jones, G. R. and George, J. M. (2003) Contemporary Management (third edition). New York: McGraw-Hill, (Chapter 12) Recommended reading: Robbins, S. P. (2003) Organizational Behavior (10th edition). Upper Saddle River, New Jersey: Prentice Hall

Johns, G. and Saks, A. M. (2001) Organizational Behavior: Understanding and Managing Life at Work. (Sixth Edition), Toronto: Pearson-Prentice Hall. 10. Groups and Teams    

Groups, Teams and Organizational Effectiveness Types of Groups and Teams Group Dynamics Managing Groups and Teams for High Performance

Seminar: Team building exercise. Obligatory reading: Jones, G. R. and George, J. M. (2003) Contemporary Management (third edition). New York: McGraw-Hill, (Chapter 14) Recommended reading: Robbins, S. P. (2003) Organizational Behavior (10th edition). Upper Saddle River, New Jersey: Prentice Hall

Johns, G. and Saks, A. M. (2001) Organizational Behavior: Understanding and Managing Life at Work. (Sixth Edition), Toronto: Pearson-Prentice Hall. Katzenbach, R. J. & Smith, K. D. (1998) The Wisdom of Teams: Creating the High-Performance Organization. Berkshire: McGraw-Hill

11. Communication; Organizational Conflict, Negotiation, and Politics    

 



Communication and Management The Communication Process Types of Communication Communication Networks Technological Advances in Communication Communication Skills for Managers Specific Communication Skills (Oral and Written Presentations; Conducting Interviews; Conducting Meeting)

8

   

Organizational Conflict (Types and Sources) Conflict Management Strategies Negotiation Strategies for Integrative Bargaining Organizational Politics for Increasing and Exercising Power

Seminar: Exercise 1 - Presentation skills; Exercise 2 - Negotiation and conflict resolution: “Mary and Smith” Obligatory reading: Jones, G. R. and George, J. M. (2003) Contemporary Management (third edition). New York: McGraw-Hill, (Chapter 15 and Chapter 16, pp.546-568) Whetten, D. A. and Cameron, K. S. (1998) Developing Management Skills. (fourth edition). New York: Addison-Wesley, Part 4 (pp. 469-533) Recommended reading: Robbins, S. P. (2003) Organizational Behavior (10th edition). Upper Saddle River, New Jersey: Prentice Hall Johns, G. and Saks, A. M. (2001) Organizational Behavior: Understanding and Managing Life at Work. (Sixth Edition), Toronto: Pearson-Prentice Hall. Luthans, F. (1998) Organizational Behavior (eighth edition). Boston: Irwin/McGraw-Hill

12. Organizational Change and Innovation; Entrepreneurship      



Organizational diagnosis/Defining needs for change in organizational context Types of organizational change and their character Change management strategies and assumptions Innovation process Organizational learning and learning organization Knowledge Management Entrepreneurship

Seminar: Guest speaker from organization/company; Case study: modern company. Obligatory reading: Jones, G. R. and George, J. M. (2003) Contemporary Management (third edition). New York: McGraw-Hill, (Chapter 19) Robbins, S. P. (2003) Organizational Behavior (10th edition). Upper Saddle River, New Jersey: Prentice Hall, (Chapter 19) Petkovic, M., Janicijevic, N. and Bogicevic, B. (2003) Organizacija. Teorije, Dizajn, Ponasanje, Promene (drugo izdanje). Beograd: Ekonomski fakultet, (Chapter 36) Armstrong, M. (2003) A Handbook of Human Resource Management Practice (ninth edition), London: Kogan Page, (Chapter 11 and Chapter 36) Recommended reading:

9

Jones, G. R. (2004) Organizational Theory, Design, and Change. (fourth edition). Upper Saddle River, New Jersey: Pearson/Prentice Hall Buchanan, D. and Huczynski, A. (1997) Organizational Behavior (third edition). London: Prentice Hall Kotter, P. J. (1996) Leading Change. Boston: Harvard Business School Press Poole, M. S. and Van de Ven, A. H. (eds) (2004) Handbook of Organizational Change and Innovation. New York: Oxford University Press Adizes, I. (2004) Upravljanje promenama. Novi Sad: Adizes menadzment konsalting Sengi, P. (2003) Peta disciplina. Umece i praksa organizacije koja uci. Novi Sad: Adizes MC Tissen, R., Andriesen, D. and Deprez, F. L. (2006) Dividenda znanja. Novi Sad: Adizes SEE Jones, G. R. (2004) Organizational Theory, Design, and Change. (fourth edition). Upper Saddle River, New Jersey: Pearson/Prentice Hall

F) Additional academic resources Weihrich, H. and Koontz, H. (1998) Menadzment (10-to izd.). Zagreb: Mate Riccucci, N. M. (ed) (2006) Public Personnel Management: Current Concerns, Future Challenges. (fourth edition). New York: Longman Luthans, F. (1998) Organizational Behavior (eighth edition). Boston: Irwin/McGraw-Hill McShane, S. and Von Glinow, M. A. (2000) Organizational Behavior. Boston: Irwin/McGraw-Hill Daft, R. L. (2007) Understanding the Theory and Design of Organizations. Mason: Thomson South-Western Peters, T. J. and Waterman, R. H. (1983) In Search of Excellence: Lessons from America's Best-Run Companies. New York: Warner Books David, F. R. (2005) Strategic Management: Concept and Cases. (11th edition), New Jersey: Pearson/Prentice Hall. Dess, G. G. et al., (2005) Strategic Management: Creating Competitive Advantages. (2nd edition), International Edition: McGraw-Hill/Irwin. Schein, E.H. (1991) Organizational Culture & Leadership. San Francisco: Jossey-Bass Publishers Gordon, G. J. and Milakovich, M. E. (1998) Public Administration in America (sixth edition). New York: St. Martin’s Press Shafritz, J. M. and Ott, J. S. (1996) Classics of Organization Theory (fourth edition). Fort Worth: Harcourt Brace College Publishers Bolman, L. G. and Deal, T. E. (1997) Reframing Organizations: Artistry, Choice, and Leadership (second edition). San Francisco: Jossey-Bass Publishers

10