Course Outline Osd Iimr Dec16
Course Outline Osd Iimr Dec16
Course Outline Osd Iimr Dec16
Course Details
Course Objectives
The management of complex organizations requires a thorough understanding of the impact of organization
design on organization effectiveness. The Designing Work Organizations course responds to this need and
focuses on the fundamental design principles, contingencies governing design choice and the evolution of
organization design with changes in the internal/ external environment. Topics include introduction to
organization theory; relationship between environment, strategy & structure; key design challenges &
structural forms; contingencies governing design choice: environment, technology; organization culture;
change management; organizational learning; & Organization life-cycle.
The course is designed to provide a powerful learning experience through a combination of pedagogy
methodologies including engagement in dialogues on various academic perspectives through lectures, case
analyses, assignments, field exploration through industry/ research based projects, and reflective learning.
Students will have opportunities to hone their conceptual and behavioral skills in the safe environment.
Learning Outcomes
1. Understand and explain the broad organization theories and their implications in organizational
settings.
2. Understand and explain how effectiveness is interpreted and defined in various organizational
contexts, appreciating the role that different stakeholders play.
3. Understand the inter linkage between environment, strategy and structure.
4. Understand basic design challenges and how structures evolve to address these challenges. Appreciate the
rationale and utility for the various structural types for making effective design decisions.
5. Understand the contingencies that impact the choice of structure (for e.g.: environment, strategy,
technology) during different stages in the organizations life-cycle.
6. Develop an appreciation of the role that organizational culture and learning play in driving organization
effectiveness.
7. Understand and appreciate the need for managing change and the tools and techniques for change
management.
The pedagogy will be a mix of case studies, lectures, assignments and Industry/ research based projects. Since
much of the course material requires class discussion, it is important that you are prepared for the class and
present and defend your ideas. Preparation for class includes having read the assigned material.
Cases will be suitably used in this course Cases that are a great educational experience but they absolutely
require that you be ready for the class. When cases are assigned, you should come to class ready to discuss
the issues of the case. For each case you should (a) identify the major problem (b) give your recommendations
to resolve this problem (both short and long term), and when appropriate (c) and when appropriate provide
supporting analysis (both quantitative and qualitative analysis for your recommendations).
Daft, R.L., Understanding the Theory and Design of Organizations (with course mate: Indian reprint),
Cengage Learning: 2016.
1. South West Airlines by OReilly and Pfeffer Stanford GSB (HBS Case no. HR-1A)
2. Appex Corporation by Nitin Nohria & Julie Gladstone (HBS Case No. 9491082)
3. Hewlett-Packard: Culture in Changing Times HBS Case No- 9-404-087
4. Campbell and Bailyns Boston Office - Brief Case (HBS)
Evaluation Method
Course Evaluation
Nature of Examination
Sr. No. Component Weightage (%) Duration Of Examination
(Open Book /Closed Book)
c) Project Assignments 10
e) Oral Examination
Take home
f)
Assignments/Tutorials
Session-wise Plan
Case:
In Handout: Campbell &Bailyn
Daft: Ch9. Corporate Culture and
Values
OReilly, Corporations, Culture and
Commitment, California
Managing Culture in Organizations
Session-08 Management Review
Case:
In Handout: Hewlett-Packard: Culture
in Changing Times
Daft: Ch 10. Organizational
Innovation
Kotter, Why Transformation Efforts
Fail, HBR 1995
Session-09 Managing Organizational Change Case:
In Handout: GEs Two Decade
Transformation: Jack Welch
Leadership
Session-10 Organisation Life Cycle Chapter 12 Text Book