MGT5172

Analysis and Design of Organizations

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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.

 

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