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Course Name: Organizational Structure and Design (Core)

Credits	2
Faculty Name	Prof. D.K. Bhattacharyya
Program	MBA
Academic Year and Term	2015-16 onward

1. Course Description
Effective structure and design of organization to a great extent helps an organization to achieve their business goals. Operationally effective organization structure and design ensures availability of manpower with requisite skills and competencies for job performance. Students after undergoing this course would develop better perspectives in comprehending various theoretical issues and determinants of effective organization structure and design. This course has inter-disciplinary linkages with strategies, conflict, culture, organizational development and change management issues. Obviously the course coverage will address those issues, both from the theoretical and operational perspectives, drawing lessons from the corporate practices.

2. Student Learning Outcomes

Keeping in view its importance in a globalised era, and in a changing business environment, this course has been designed to achieve the following learning outcomes:

· To understand various theoretical issues on organizational structure and design.
· To develop knowledge and expertise in designing effective organization structure integrating learned theories with the corporate practices.
· To understand structure-strategy linkages and how structure and design of organization gets affected for various issues like; culture, strategy, conflict, culture, change management, and organizational development issues.
· To critically study the organizational structure of the selected organizations, and develop the alternative model, if at all required, based on the business focus of the organizations.
· To solve case problems on organization structure and design.

1. Bhattacharyya, D.K. (2014), Organizational Behaviour, 2nd edition, Oxford University Press, New Delhi


Further Readings

1. Bhattacharyya, D.K. (2009), Organization Systems, Structure and Design, Himalaya, Mumbai.
2. Bhattacharyya, D.K. (2011), Organizational Change and Development, Oxford University Press, New Delhi
3. Mintzberg, H. (1983). The Power Game and the Players. In Shafritz, J.M., Ott, J.S., & Jang, Y.S. (Eds). Classics of Organization Theory, 6th Ed., London: Thomson.
4. March, J.G. (1966). The Power of Power. In Shafritz, J.M., Ott, J.S., & Jang, Y.S. (Eds). Classics of Organization Theory, 6th Ed., London: Thomson.
5. Smircich, L. (1983). Concepts of Culture and Organizational Analysis. Administrative Science Quarterly, 28, 339-359.
6. Pettigrew, A.M. (1979). On Studying Organizational Cultures. Administrative Science Quarterly, 24,: 570-581.
7. Ouchi, W.G. (1991). The Z Organization. In Shafritz, J.M., Ott, J.S., & Jang, Y.S. (Eds). Classics of Organization Theory, 6th Ed., London: Thomson.
8. Brahamson, E., & Fombrun, C.J. (1994). Macro cultures: Determinants and consequences. Academy of Management Review, 19: 4, 728-755.2.

9. Stephen Robbins (2009), Organization Structure, Design and Applications, Pearson

Case Studies and Reading Materials – For discussions

1. Macquarie Bank Case Study – will be given to students
2. Wipro Case Study – will given to students
3. HBR Note on organization structure
4. Do you have a well designed organization? Michael Goold and Andrew Campbell, HBR, March 2002
5. Organization fashion or fit? Henry Mintzberg, HBR, January – February, 1981

Case Studies – For presentations in groups and to be purchased by the Institute I

1. Siemens: Building a structure to drive performance and responsibility – Both Part A and Part B – HBR case SM-181A and 181B dated 10-9-20110.

4. Tentative Session Plan

Session	Topics/Activities	Reading/case list etc.
1 and 2	Understanding organization	Chapters-1 and 2
3 , 4, and 5	Organizational Strategies and Policies	Chapter-3 + Macquarie Bank Case Study
6, 7, and 8	Organizational Structure and Systems	Chapter-4 + Discussion on VSM, GBU and other models of organizational structure with case studies. Case Studies would be given in the class before the class + Wipro Case Study + HBR Note on organization structure
9	Designing Effective Organization	Chapter – 4 of Organizational Change and Development Book + Do you have a well designed organization?
10	Impact of culture on organizational design and structure	Chapter-18 + Organization: fashion or fit?
11	Organizational change and development issues	Chapter-19 + Chapter-13 on Organizational Development of Organizational Change and Development Book + P&G and Unilever Case Study
12	Case Discussion and Presentation	HBR Cases on Sonoco and Siemens
13	Case discussions and Review and doubt clarification

5. Evaluation

Assignments/MCQs - 20
Projects - 20
Case Presentations - 20
End-term - 40

6. Academic Integrity

Students have to show highest level of academic integrity in writing their assignments, giving presentations, and answering to the exercises, including their end-term examination. Plagiarism, copying, etc, will be seriously viewed, and anybody found to be in this will be penalized, like; no grades, expulsion from the programme, repeating the programme, etc., depending on the nature of offense. Faculty will be available for on-line help also, as may be required by the students time to time. Personal meeting with the faculty, if required may be arranged with prior appointment.

Organizational Structure and Design

Course Objectives:

The primary objective of this course is to introduce students to the broad and complex theories of organization, its structure, and design, issues, and how such issues are aligned with the strategies and the business goals of the organizations. Organization structure and design today covers complex issues of organizational goals and strategies, environment, technology, culture, power and politics, organizational change, and broad issues on organizational strategies. Management students irrespective of their specialization need to master such core knowledge, as in their work life, they are required to anchor the structural change, with holistic views on its implications. The course therefore will take students to the rigour of understanding organizational structure and design issues with critical thinking to help them developing the required skills for managing the real life organizational issues.

Course Contents:

The course at the outset explains the fundamentals of organization with detailed understanding of the theories of structuring. Thereafter the course reinforces the theoretical understanding with various forms of organizational structure and design and their advantages and disadvantages, etc. With knowledge on strategy, culture, organizational change, technology, and environment issues, the course thereafter reinforces the knowledge of the students to develop their critical knowledge base in managing organizational structure and design issues. With a systems view of organization, the course also helps the students to understand the interrelationships of various organizational sub-systems with the organizational structure.

Learning Outcomes:

After undergoing the course, students will be able to:

· Develop critical thinking on organizational structure and design
· Understand the interrelationships between organizational structure and design with various sub-systems of organizations
· Understand how culture, strategy, organizational change, environment, and technology issues relate to organizational structure and design
· Understand how organizations can achieve their business goals with appropriate structure and design

Created By: Alora Kar on 11/16/2015 at 10:35 AM
Category: MBA-I T-III Doctype: Document