Analysis and Design of OrganizationsBack to Course Guide
The course presents various theories of organizational designs in a behavioral approach to organizational effectiveness. Topics include diagrammatic representations of systems, organizational typology, expectancy theory of motivation, and the causal-effect relationships that exist within the organization.
CAVEAT: No graduate credit will be awarded if MGT3172 has been successfully completed.
PREREQUISITE: Management principles course or the equivalent.
UPON COMPLETION OF THE COURSE, THE STUDENT WILL BE COMPETENT IN:
- Synthesizing the implications of “theory” for organizational design.
- Evaluating leading organizational theories in terms of basic tenets and implications for organizational structure and processes.
- Formulating an organizational design model.
- Designing a diagrammatic representation of a systems approach to organizational design.
- Assessing the relationship between various organizational designs and the selection of information processing systems.
- Investigating the similarities and differences among goals at various levels of the organization.
- Executing a strategy for managing interdepartmental goal conflict.
- Reviewing the processes of integrating individual and organizational goals for exchange, socialization, process and accommodation.
- Ascertaining the future merit of MBO programs as a methodology for structuring work and measuring performance.
- Defining and reconciling the types and critical dimensions of contemporary organizational environments, including the effects of joint ventures, mergers and acquisitions.
- Planning organizational strategies for managing boundary personnel.
- Classifying organizational typology and specifying ways in which it affects organizational effectiveness and climate.
- Investigating the causal-effect relationships that exist between values of organizational members and the organizational structure and technology.
- Extracting the basic premises of the expectancy theory of motivation and elaborating upon related implications for management.
- Selecting the general questions to be asked by management in structuring specific job/work assignments.
- Separating the strengths and weaknesses of the major approaches of control within contemporary organizations.
- Investigating the dimensions of the organizational structure and integrating their interrelationships as they relate to overall effectiveness.