The course consists of two specific, although related, parts: Organizational design and Organizational change. Organizational design involves the conceptual tools that management can rely upon to control and shape organizational activities. Organizational change involves a wide range of tools that management can deploy to attune organization structure to changing resource environments. This course focuses on developing an understanding of the basics of organizational design, how to adopt appropriate organizational design principles to manage innovation and change, and how to keep organizational structures aligned to increasingly complex and competitive environments. We will explore issues of organizational design and change, and examine their impact on the general process of strategy implementation. As such, the course will balance aspects related to organization design and organizational decisions. Despite its emphasis on theory, the course is accessible to students with no previous background in economics and management. The course builds on examples and case studies about real-world companies in a variety of industries, businesses, and countries. The course engages students in a creative effort to apply empirically supported theoretical principles to actual business examples.
Gareth R., Jones (2014). Organizational Theory, Design and Change. Pearson Education, Inc.
Course work is assessed on the basis of two midterm tests (20% each), three take-home mini-cases (10%) and a final exam (50%).