• A
  • A
  • A
  • АБB
  • АБB
  • АБB
  • А
  • А
  • А
  • А
  • А
Обычная версия сайта
Версия для слабовидящихВерсия для слабовидящихЛичный кабинет сотрудника ВШЭПоиск
Расширенный поиск
Меню
Высшая школа экономики
Личный кабинет сотрудника ВШЭПоиск
Расширенный поиск

Course Syllabus

Бакалавриат 2020/2021

Теория организации

Статус: Курс по выбору (Управление и аналитика в государственном секторе)
Направление: 38.03.04. Государственное и муниципальное управление
Кто читает: Департамент менеджмента
Где читается: Санкт-Петербургская школа социальных наук
Когда читается: 2-й курс, 3 модуль
Формат изучения: с онлайн-курсом
Преподаватели: Серова Елена Геннадьевна
Язык: английский
Кредиты: 5
Контактные часы: 36

Course Syllabus

Full Syllabus

Abstract

This course focuses on the themes and tendencies that are central in contemporary organization theory. Organization theory is defined and shown to have practical applications for managers. The practical application is based on the main issues of organizational design and aims also at better understanding of how various theoretical perspectives can be used to reflect on actions and processes within real organizations. Organization theory and design is a macro examination of organizations because it analyzes the whole organization as a unit. The course focuses on the key processes of organizational design: charter the design process; assess the current state of the business; and design the new organization. This course also emphasizes the applications of organization theory in topics that are essential to organizational success, including strategy implementation, innovation, organizational structure and culture, change management, and power and influence.
Learning Objectives

Learning Objectives

  • The main goal of this course is studing the themes and tendencies that are central in contemporary organization theory, and also the course focuses on the key processes of organizational design and practical applictions.
Expected Learning Outcomes

Expected Learning Outcomes

  • Be able to analyze social data, economic, sociological research with using quantitative and qualitative methods
  • Be able to identify problems, set goals managerial impact in the field of Public Policy and Analytics.
  • Can and ready for public dialogue on the basis of a civil democratic society values
  • Can propose solutions, evaluate the results and consequences of the management decision.
  • Be able to adhere to legal and ethical standards in professional activities.
  • Be able to flexibly adapt to various professional situations, to be creative, initiative and perseverance in achieving of professional and personal goals
  • Can interpret research results and use them in professional activities in the sphere of Public Policy and Analytics
  • Be able to plan and implement projects and project activities
  • Be able to take part in the preparation of round up analytical materials (reports, reports, recommendations, notes, etc.).
Course Contents

Course Contents

  • Introduction. Organizations and Design of Organization. Organizational Management and Leadership.
    The Evolution of Organization Theory and Design. Organization Design in Action. The Organization is an Open System. Organic and Mechanistic Designs. Performance and Effectiveness Outcomes. Levels of Analysis in Organizations. Top Management Role in Organization Direction, Design, and Effectiveness
  • Strategy, Organization Design, and Effectiveness. Change Management and Strategy
    How Strategy Affects Organization Design. Assessing Organizational Effectiveness. Four Approaches to Effectiveness Values. Analyzing and understanding strategic change and innovation. Strategic change management and organization. Change and strategic leadership.
  • Fundamentals of Organization Structure. The key processes of organization design.
    Organizing Concepts. Authority, Responsibility and Delegation. Line and Staff Authority. Span of Management (span of control). Reorganization and Span of Management. Centralization and Decentralization. Departmentalization: Functional and Divisional. Geographic-Based Global Organization Structure. Departmentalization: Matrix and Team Approach. Dual-Authority Structure in a Matrix Organization. Global Matrix Structure. The team approach. Virtual Network Approach. Project-organizational structure. Organizing for Horizontal Coordination. Relationship of Structural Approach to Strategy. Structure and Technologies. The key processes of organizational design: charter the design process; assess the current state of the business; and design the new organization
  • The External Environment and Interorganizational Relationships. The key processes of organization design.
    An Organization’s Environment. Adapting to Complexity and Dynamism. Environmental Characteristics and Organizational Actions. Adapting to the Environment. The Shift to a Partnership Paradigm. The key processes of organizational design: charter the design process; assess the current state of the business; and design the new organization
  • Globalization. Designing Organizations for the International Environment.
    Globalization and Global business activities. What is Global Strategy? Global strategy and MNE. Understand the role of the major World Institutions that foster the development of multilateral free trade across the world. Designing Organizations for the International Environment. Global Integration vs. National Responsiveness Matrix.
  • Manufacturing and Service Technologies. Technology for Control, Social Business, and Big Data
    Service and Manufacturing Technologies in Organization. Relationship between Technical Complexity and Structural Characteristics. The Smart Factory. Core Organization Service Technology. Structural Characteristics of Service Organizations versus Product Organizations. Designing the Service Organization. Relationship of Department Technology to Structural and Management Characteristics. Sociotechnical Systems. Using Information Technologies for control and coordination. Big Data and Organization Structure.
  • Organizational Culture and Ethical Values. Sustainability and Corporate Social Responsibility
    The Internal Environment and Corporate Culture. Four Types of Corporate Culture. What Is Managerial Ethics. Corporate Social Responsibility. Sustainability and CSR. Managing Company Ethics and Social Responsibility.
  • Innovation and Change. Open Innovation. Business Model Innovation
    Type of innovation. Elements for Successful Change. Techniques for Encouraging Technology Change. Horizontal Coordination for Innovation. Open Innovation and Crowdsourcing. Organization Design for Implementing Management Change. Techniques for Change Implementation. Open Business Model of the organization.
  • Decision-Making Processes. Knowledge Management in Organization
    Types of Decisions. Organizational Decision Making. Characteristics of Classical, Administrative, and Political Decision-Making Models. Decision-Making Steps. Knowledge and Innovation. Knowledge management in four types of MNEs. Core processes of knowledge management. How organization can improve their knowledge management? Knowledge Management systems (KMS). Intellectual capital of a company.
  • Conflict, Power, and Politics. Conclusion
    Interdepartmental Conflict in Organizations. Sources of Conflict. Rational versus Political Model. Tactics for Enhancing Collaboration. Negotiation Strategies. Political Processes in Organizations. Sum up. Review of the course. The main key points addressed in the course.
Assessment Elements

Assessment Elements

  • non-blocking tests
  • non-blocking Report/Presentation
    The Theme of the Group HW is based on the course’s topics. Students have to build teams, choose the theme, and develop a creative group project/work. At the end of the course students should submit and present the final group project report both electronically and in paper PPP or Poster (7 points) +Report (3-10 pp, 3 points, optional) The HW structure: 1. Introduction, 2. Brief Literature review 3. Methodology (Research Method(s)) 4. The Main Part 5. Conclusion 6. Literature references 7. Appendixes
  • non-blocking class activities
  • non-blocking exam
    Экзамен проводится в форме ответов на вопросы онлайн теста по материалам курса. К экзамену необходимо подключиться согласно расписанию, высланному преподавателем на корпоративные почты студентов накануне экзамена. Компьютер студента должен удовлетворять требованиям: наличие рабочей камеры и микрофона, поддержка онлайн платформы, на которой проводится тестирование. Для участия в экзамене студент обязан: поставить на аватар свою фотографию, явиться на экзамен согласно точному расписанию, при ответе включить камеру и микрофон. Во время экзамена студентам запрещено: выключать камеру, пользоваться конспектами и подсказками. Кратковременным нарушением связи во время экзамена считается нарушение связи менее минуты. Долговременным нарушением связи во время экзамена считается нарушение минута и более. При долговременном нарушении связи студент не может продолжить участие в экзамене. Процедура пересдачи подразумевает использование усложненных заданий.
  • non-blocking tests
  • non-blocking Report/Presentation
    The Theme of the Group HW is based on the course’s topics. Students have to build teams, choose the theme, and develop a creative group project/work. At the end of the course students should submit and present the final group project report both electronically and in paper PPP or Poster (7 points) +Report (3-10 pp, 3 points, optional) The HW structure: 1. Introduction, 2. Brief Literature review 3. Methodology (Research Method(s)) 4. The Main Part 5. Conclusion 6. Literature references 7. Appendixes
  • non-blocking class activities
  • non-blocking exam
    Экзамен проводится в форме ответов на вопросы онлайн теста по материалам курса. К экзамену необходимо подключиться согласно расписанию, высланному преподавателем на корпоративные почты студентов накануне экзамена. Компьютер студента должен удовлетворять требованиям: наличие рабочей камеры и микрофона, поддержка онлайн платформы, на которой проводится тестирование. Для участия в экзамене студент обязан: поставить на аватар свою фотографию, явиться на экзамен согласно точному расписанию, при ответе включить камеру и микрофон. Во время экзамена студентам запрещено: выключать камеру, пользоваться конспектами и подсказками. Кратковременным нарушением связи во время экзамена считается нарушение связи менее минуты. Долговременным нарушением связи во время экзамена считается нарушение минута и более. При долговременном нарушении связи студент не может продолжить участие в экзамене. Процедура пересдачи подразумевает использование усложненных заданий.
Interim Assessment

Interim Assessment

  • Interim assessment (3 module)
    0.3 * class activities + 0.4 * exam + 0.2 * Report/Presentation + 0.1 * tests
Bibliography

Bibliography

Recommended Core Bibliography

  • Miles, J. A. (2014). New Directions in Management and Organization Theory. Newcastle upon Tyne: Cambridge Scholars Publishing. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=748513

Recommended Additional Bibliography

  • Stanford, N. (2007). The Economist Guide to Organisation Design : Creating High Performance and Adaptable Enterprises. London: Economist Books. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=237177