Course Name: Organization Structure and Design
2. Course Objectives
Organization structure and design as a subject of study has assumed importance in organizations primarily for addressing organizational structuring issues in alignment with the strategies of the organizations. For changing business priorities, organizations need to revisit their strategies and often need to frame new strategies. To achieve such new strategic intents, organizations need to redesign their structure to achieve structure strategy-fit. Although traditional views suggest organizations framing strategies pacing with the existing structure, as people require time to fit with the new structure; organizations cannot risk delaying their strategy framing reviewing strategic premises. This requires change in organizational structure and design expecting employees of the organizations to respond quickly to new strategies.
In the above backdrop organizational structure and design course has been designed focusing on developing this knowledge of the students in understanding theories and the process, aligning with the strategies and business goals of the organizations. With class inputs students will be able to master theories and conceptual issues in organizational structure and design, pacing with strategies and business goals of the organizations, relate organizational structure and design issues with organizational culture and change management, power and politics, and policies and strategies. All these areas will be discussed with industry examples, case studies, multiple exercises, etc. to enable students to develop their professional competence.
3. Course contents
This course helps in understanding the major issues and concepts in organizational structure and design. The course discusses elaborately how organizational structure and design issues are aligned with the business goals and strategies of the organizations. It covers fairly advance level topics like; structure-strategy debate, viable system model, issues pertaining to organizational culture, change management, power and conflict, etc. Various forms of organizational structure and the process of framing organizational structure will be discussed helping students to understand how a given structure gets influenced by strategies, culture, change management practices, and power and politics in organizations. Various models of organizational structure like; matrix, global business unit, strategic business unit, hybrid, functional and divisional, modular, networked, etc. will be discussed in relation to organizational practices, and also in terms of their strategic influence over the organizations. Also the course covers in detail strategic and business issues that merit consideration while framing or designing organizational structure. The course aims to develop students as matured professional with capability to develop and design organizational structure, which is in demand in today’s organizations.
4. 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: 1. To understand various theoretical issues on organizational structure and design. 2. To develop knowledge and expertise in designing effective organization structure integrating learned theories with the corporate practices. 3. 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. 4. 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. 5. 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 and class presentation 1. Macquarie Bank Case Study – will be given to students 2. L&T 3. Macquarie and Canara Bank comparative study 4. Wipro Case Study – will given to students 5. Encyclopedia Britannica Case Study 6. P&G and HUL Case Study
5. Evaluation
MCQs - 15 Class room exercises - 20 Projects - 20 Class Presentations - 10 End-term - 35 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
Summary of MBA Programme Assessment Plan
Faculty: Prof. D.K. Bhattacharyya
Date: January, 2017
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Table: Learning Goal Measurement and Assessment: Setting of Standards