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Organizational Processes >> Content Detail



Study Materials



Readings

Organizational Processes shares some readings with 15.280, Communication for Managers. A full list of readings from that class is available on the 15.280 readings page.


SES #DATESTOPICSREADINGS
15.280 class 1Sept. 2Dashman Case; Communication Strategy and Structure
15.311 classes 1-2Sept. 4 & 5Introduction to Organizational Processes
(Double session, 3 hour class)
Case: Cole-Livermore Ltd. INSEAD.

Readings: Carroll, John. Introduction to Organizational Analysis: The Three Lenses. MIT Sloan School of Management, August 2001.

Study Questions:
1. What are the problems facing Baker at the end of the case?

2. How did they evolve?

3. What actions would you take at the end of the case? Why?

You will be asked at the end of Session 1 to utilize one of the three perspectives presented in the readings (and in class) to analyze the Cole-Livermore Case. To this end, you will be given additional information about the organization. Each team will be asked to note the important variables for a given perspective and note the managerial levers available to influence the functioning of the organization.
15.280 class 2Sept. 9Oral Presentations: Structure, Delivery
15.311 class 3Sept. 11Kickoff of OP Team ProjectReadings: Conducting Team Projects. Module 2a from Ancona, Deborah, et al. Managing for the Future: Organizational Behavior and Processes. 2nd ed., 1999.
15.311/Career Development Office (optional)Sept. 12Optional Session: Hiring: Theory and Practice
15.280 class 3Sept. 16Oral Presentations: Visual Aids; Q&A
15.311 class 4Sept. 18Decision-making and Sense-makingReadings: Hammond, Keeney, and Raiffa. The Hidden Traps in Decisionmaking. Harvard Business Review, Sept-Oct 1998.
15.311 class 5Sept. 23Understanding Ethical Violations, OR, Why Do Smart People Do Dumb Things?Case: Vandivier, Kermit. Why Should My Conscience Bother Me? In In the Name of Profit. Edited by R. Heilbroner. Garden City, NY: Doubleday & Co., Inc., 1972, pp. 3-31.

Readings:
Cialdini, Robert B. Commitment and Consistency: Hobgoblins of Minds. Chapter 3 in Influence: Science and Practice. Allyn & Bacon, Inc., 2000, pp. 52-97.

Wartzman, Rick. Details of Suit Against General Dynamics Given. The Wall Street Journal, March 18, 1991, pp. A4.

Radio news report: Horsley, Scott, and Bob Edwards. Profile: Investors Question Corporate Earnings Amid Several Accounting Scandals. From Morning Edition, National Public Radio, July 16, 2002.
15.311 class 6Sept. 25Strategic Design Perspective I: Organizational Structure and ProcessesCase: Nohria, Nitin, and Julie Gladstone. Appex Corp. Boston, MA: Harvard Business School Publishing, 1992. Case No. 9-491-082.

Readings: The Organization As Strategic Design. From Ancona, Deborah, et al. Managing for the Future: Organizational Behavior and Processes. 2nd ed. South-Western College Pub, 1999, pp. 12-26 in Module 2.

Study Questions:
1. What were the challenges that Ghosh faced when he joined Appex?

2. Evaluate the structural changes he implemented. What problems did each new structure address? What problems, in turn, did it create?

3. What would you have done in Ghosh's place? How would you address the challenges that Appex is facing at the end of the case?
15.311 & 15.280Sept. 26Team DayReadings: Team Handbook. From Ancona, Deborah, et al. Managing for the Future: Organizational Behavior and Processes. 2nd ed. South-Western College Pub, 1999.
15.280 class 4Sept. 30Writing: Persuasion and Document Design
15.311 class 7Oct. 2Strategic Design Perspective II: Incentives and AlignmentCase: Björkman I., and C. Galunic. Lincoln Electric in China. INSEAD, 1999. European Case Clearing House Case No. 499-021-1.

Readings:
Pfeffer, Jeffrey. Six Dangerous Myths About Pay. Boston, MA: Harvard Business Review, May 1998.

Kohn, Alfie. Why Incentive Plans Cannot Work. Boston, MA: Harvard Business Review, September 1993.

Study Questions:
1. How do you explain Lincoln Electric's success? In particular, think about their operating environment, their strategy, and the nature of their work. Consider how the reward structure complements each of these.

2. Should the "Lincoln Way" be implemented in China? Why or why not?
15.280 class 5Oct. 315.280/Career Development Office Joint Class: Cover Letter/Resume (Required)
15.280 class 6Oct. 715.280/Career Development Office Joint Class: Marketing Yourself Effectively (Required)
15.311 class 8Oct. 9Political Perspective I: Understanding Power and AuthorityCase: Milgram's obedience to authority experiments. Milgram, Stanley. Obedience to Authority. University Park, PA: Pennsylvania State University, 1969. (video)

Readings: The Political Lens. From Ancona, Deborah, et al. Managing for the Future: Organizational Behavior and Processes. 2nd ed. South-Western College Pub, 1999, pp. 40-49 in Module 2.
15.280 class 7Oct. 14Intercultural Communication
15.311 class 9Oct. 16Political Perspective II Case: Eisenstat, Russell A. Managing Xerox’s Multinational Development Center. Boston, MA: Harvard Business School Publishing, 1993. Case No. 9-490-029.

Readings:
Cross, Rob, Nitin Nohria and Andrew Parker. Six Myths About Informal Networks. MIT Sloan Management Review, Spring 2002, pp. 67-75.

Pfeffer, J. Decisions and Implementation. Chapter 1 in Managing with Power: Politics and Influence in Organizations. Harvard Business School Press, 1992, pp. 3-32.

Burt, Ronald S. Mastering Management: How Holes Help Support Structure. Financial Times, May 10, 1996.

Study Questions:
Consider the following questions when reading the case:

1. How does Clendenin overcome opposition to his plans for the MDC?

2. Note Clendenin's relations with his superiors, subordinates, and peers at Xerox. How does Clendenin build and manage his relations with each of these groups? What do you like and what do you not like about the way Clendenin manages his relations with these groups?

3. Do you think Xerox's formal structure helped or hindered Clendenin's ability to build up the MDC?
15.280 class 8Oct. 28Writing: Writing Process and Editing; Presenting Data; Interactive Presentation
15.311 class 10Oct. 30Cultural Perspective I: Culture as ControlCase: Van Maanen, J. The Smile Factory: Work at Disneyland. Chapter 4 in Reframing Organizational Culture, by Frost, et al. 2nd ed. 1997.

Readings:
The Cultural Lens. From Ancona, Deborah, et al. Managing for the Future: Organizational Behavior and Processes. 2nd ed. South-Western College Pub, 1999, pp. 64-75 in Module 2.

Collins, James C., and Jerry I. Porras. Cult-like Cultures. Chapter 6 in Built to Last: Successful Habits of Visionary Companies. HarperBusiness, 1998, pp. 115-139.

Study Questions:
1. What is Disney's culture?

2. What role does this culture play in Disney's success (and in their failures)?

3. Reflect on the culture of your last organization. Was it "cult-like" in the way described by Collins and Porras? Is this a good or bad attribute? Looking back, what was the impact on your behavior of being a part of that culture?
15.311 class 11Oct. 31Career ChoicesCase:  Loveman, G. The Case of the Part Time Partner. Boston, MA: Harvard Business Review, 1990.

Readings:

Hochschild, Arlie Russell. When Work Becomes Home and Home Becomes Work. California Management Review, Summer 1997, pp. 79-97.

Nocera, J. Oh, Quit Whining and Get Back to Work! Fortune, 1997.

Jordan, M. and K. Sullivan. Life Without Father -- Japanese Version. International Herald Tribune, 1999.

Study Questions:
As you read the case…

Analyze the arguments about the partnership decisions to be made in the case of the Part Time Partner and come to class prepared to defend your votes.

1. Would you vote to make Julie partner? Why or why not?

2. Would you vote to make Tim partner? Why or why not?
15.280 class 9Nov. 4Active and Reflective Listening; Group Presentations
15.311 class 12Nov. 6Cultural Perspective II: Culture and ChangeCase: Hamermesh, Richard G., and Nasswan Dossabhoy. Cleveland Twist Drill (A). Boston, MA: Harvard Business School Publishing, 1988. Case No. 9-384-083.

Readings:

Beer, Michael, Russell A. Eisenstat, and Bert A. Spector. Why Change Programs Don't Produce Change. Boston, MA: Harvard Business Review, 1990.

Tushman, Michael L., William H. Newman, and Elaine Romanelli. Convergence and Upheaval: Managing the Unsteady Pace of Organizational Evolution. California Management Review, Fall 1986, pp. 29-44.

Study Questions:
1. What were the problems facing the company?

2. What was its history, culture, and structure?

3. What do you like and not like about Bartlett's approach to the situation?

4. What was the reaction of others in the organization to his actions?
15.311 class 13Nov. 13Integrating the Perspectives I: Organizational ChangeCase: The Strategy that Wouldn't Travel. From Ancona, Deborah, et al. Managing for the Future: Organizational Behavior and Processes. 2nd ed. South-Western College Pub, 1999,  pp. 23-27 of Module 1.

Readings: Pp. 11-30 of  Module 8 from Ancona, Deborah, et al. Managing for the Future: Organizational Behavior and Processes. 2nd ed. South-Western College Pub, 1999, pp. 23-27 of Module 1.

Study Questions:
Come to class prepared to discuss the following questions:

1. What did Karen and her team do that made the changes at the Wichita plant happen?

2. What were the enabling factors in the plant and its context?

3. Why was change so difficult at the Lubbock plant?

4. What action steps could Karen take in Lubbock now that would improve the prospects for change?

5. What action steps could Karen take to improve her overall change initiative in the company?
15.280 class 10Nov. 18Communication: Media Choice
15.311 class 14Nov. 20Integrating the Perspectives II: Leading ChangeCase: Dynacorp. From Ancona, Deborah, et al. Managing for the Future: Organizational Behavior and Processes. 2nd ed. South-Western College Pub, 1999, pp. 97-102 in Module 2.

Readings:
Review Material on the Strategic Design, Political, and Cultural Lenses.
15.311 class 15Nov. 21Introduction to Negotiation and Bargaining
15.280 class 11Dec. 215.280 Presentations of Team Project
15.311 class 16Dec. 4Wrap Up: Management As a ProfessionCase: Why Should My Conscience Bother Me. Redux.

Readings: Etzioni, Amitai. The Education of Business Leaders. The Responsive Community, Fall 2002.
15.280 class 12Dec. 915.280 Course Wrap-Up

 








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