everything.study
15.311

Organizational Processes

2-3-4 units · Graduate

Enhances students' ability to take effective action in complex organizational settings by providing the analytic tools needed to analyze, manage, and lead the organizations of the future. Emphasizes the importance of the organizational context in influencing which individual styles and skills are effective. Employs a wide variety of learning tools, from experiential learning to the more conventional discussion of written cases. Centers on three complementary perspectives on organizations: the structural design, political, and cultural "lenses" on organizations. Major project analyzes an actual organizational change using course frameworks. Restricted to first-year Sloan master's students.

Fall 2003

Topics

  • Dashman Case; Communication Strategy and Structure
  • Oral Presentations: Structure, Delivery
  • Optional Session: Hiring: Theory and Practice Special Session by Prof. Roberto Fernandez, in cooperation with the Career Development Office.
  • Oral Presentations: Visual Aids; Q&A
  • Writing: Persuasion and Document Design
  • 15.280/Career Development Office Cover Letter/Resume (Required)
  • 15.280/Career Development Office Joint Class (Required)
  • Intercultural Communication
  • Writing: Writing Process and Editing; Presenting Data; Interactive Presentation
  • Active and Reflective Listening; Group Presentations
  • Communication: Media Choice
  • 15.280 Presentations
  • Wrap Up: Management as a Profession
  • 15.280 Course Wrap-Up

Readings

  • Case: Cole-Livermore Ltd. INSEAD.
    Listed reading
  • Readings: Carroll, John. Introduction to Organizational Analysis: The Three Lenses . MIT Sloan School of Management, August 2001.
    Listed reading
  • SES #: 15.311 class 3 · DATES: Sept. 11 · TOPICS: Kickoff of OP Team Project · READINGS: Readings: Conducting Team Projects . Module 2a from Ancona, Deborah, et al. Managing for the Future: Organizational Behavior and Processes. 2nd ed., 1999.
    Reading assignment
  • SES #: 15.311 class 4 · DATES: Sept. 18 · TOPICS: Decision-making and Sense-making · READINGS: Readings: Hammond, Keeney, and Raiffa. The Hidden Traps in Decisionmaking . Harvard Business Review, Sept-Oct 1998.
    Reading assignment
  • Case: Vandivier, Kermit. Why Should My Conscience Bother Me? In In the Name of Profit . Edited by R. Heilbroner. Garden City, NY: Doubleday & Co., Inc., 1972, pp. 3-31.
    Listed reading
  • Readings: Cialdini, Robert B. Commitment and Consistency: Hobgoblins of Minds. Chapter 3 in Influence: Science and Practice . Allyn & Bacon, Inc., 2000, pp. 52-97.
    Listed reading
  • Wartzman, Rick. Details of Suit Against General Dynamics Given . The Wall Street Journal, March 18, 1991, pp. A4.
    Listed reading
  • Radio news report: Horsley, Scott, and Bob Edwards. Profile: Investors Question Corporate Earnings Amid Several Accounting Scandals . From Morning Edition , National Public Radio, July 16, 2002.
    Listed reading
  • Case: Nohria, Nitin, and Julie Gladstone. Appex Corp . Boston, MA: Harvard Business School Publishing, 1992. Case No. 9-491-082.
    Listed reading
  • Readings: The Organization As Strategic Design . From Ancona, Deborah, et al. Managing for the Future: Organizational Behavior and Processes. 2nd ed. South-Western College Pub, 1999, pp. 12-26 in Module 2.
    Listed reading
  • SES #: 15.311 & 15.280 · DATES: Sept. 26 · TOPICS: Team Day · READINGS: Readings: Team Handbook . From Ancona, Deborah, et al. Managing for the Future: Organizational Behavior and Processes. 2nd ed. South-Western College Pub, 1999.
    Reading assignment
  • Case: Björkman I., and C. Galunic. Lincoln Electric in China . INSEAD, 1999. European Case Clearing House Case No. 499-021-1.
    Listed reading
  • Readings: Pfeffer, Jeffrey. Six Dangerous Myths About Pay . Boston, MA: Harvard Business Review, May 1998.
    Listed reading
  • Kohn, Alfie. Why Incentive Plans Cannot Work . Boston, MA: Harvard Business Review, September 1993.
    Listed reading
  • Case: Milgram’s obedience to authority experiments. Milgram, Stanley. Obedience to Authority. University Park, PA: Pennsylvania State University, 1969. (video)
    Listed reading
  • Readings: The Political Lens . From Ancona, Deborah, et al. Managing for the Future: Organizational Behavior and Processes. 2nd ed. South-Western College Pub, 1999, pp. 40-49 in Module 2.
    Listed reading
  • Case: Eisenstat, Russell A. Managing Xerox’s Multinational Development Center. Boston, MA: Harvard Business School Publishing, 1993. Case No. 9-490-029.
    Listed reading
  • Readings: Cross, Rob, Nitin Nohria and Andrew Parker. Six Myths About Informal Networks . MIT Sloan Management Review, Spring 2002, pp. 67-75.
    Listed reading
  • Pfeffer, J. Decisions and Implementation . Chapter 1 in Managing with Power: Politics and Influence in Organizations . Harvard Business School Press, 1992, pp. 3-32.
    Listed reading
  • Burt, Ronald S. Mastering Management: How Holes Help Support Structure . Financial Times , May 10, 1996.
    Listed reading
  • Case: Van Maanen, J. The Smile Factory: Work at Disneyland . Chapter 4 in Reframing Organizational Culture, by Frost, et al. 2nd ed. 1997.
    Listed reading
  • Readings: The Cultural Lens. From Ancona, Deborah, et al. Managing for the Future: Organizational Behavior and Processes. 2nd ed. South-Western College Pub, 1999, pp. 64-75 in Module 2.
    Listed reading
  • Collins, James C., and Jerry I. Porras. Cult-like Cultures . Chapter 6 in Built to Last: Successful Habits of Visionary Companies. HarperBusiness, 1998, pp. 115-139.
    Listed reading
  • Case: Loveman, G. The Case of the Part Time Partner . Boston, MA: Harvard Business Review, 1990. Readings: Hochschild, Arlie Russell. When Work Becomes Home and Home Becomes Work . California Management Review, Summer 1997, pp. 79-97.
    Listed reading
  • Nocera, J. Oh, Quit Whining and Get Back to Work! Fortune , 1997.
    Listed reading
  • Jordan, M. and K. Sullivan. Life Without Father – Japanese Version . International Herald Tribune , 1999.
    Listed reading
  • Case: Hamermesh, Richard G., and Nasswan Dossabhoy. Cleveland Twist Drill (A). Boston, MA: Harvard Business School Publishing, 1988. Case No. 9-384-083. Readings: Beer, Michael, Russell A. Eisenstat, and Bert A. Spector. Why Change Programs Don’t Produce Change . Boston, MA: Harvard Business Review, 1990.
    Listed reading
  • Tushman, Michael L., William H. Newman, and Elaine Romanelli. Convergence and Upheaval: Managing the Unsteady Pace of Organizational Evolution . California Management Review, Fall 1986, pp. 29-44.
    Listed reading
  • Case: The Strategy that Wouldn’t Travel . From Ancona, Deborah, et al. Managing for the Future: Organizational Behavior and Processes. 2nd ed. South-Western College Pub, 1999, pp. 23-27 of Module 1.
    Listed reading
  • Readings: Pp. 11-30 of Module 8 from Ancona, Deborah, et al. Managing for the Future: Organizational Behavior and Processes. 2nd ed. South-Western College Pub, 1999, pp. 23-27 of Module 1.
    Listed reading
  • Case: Dynacorp . From Ancona, Deborah, et al. Managing for the Future: Organizational Behavior and Processes. 2nd ed. South-Western College Pub, 1999, pp. 97-102 in Module 2.
    Listed reading
  • Case: Why Should My Conscience Bother Me. Redux.
    Listed reading
  • Readings: Etzioni, Amitai. The Education of Business Leaders . The Responsive Community, Fall 2002.
    Listed reading

Prerequisites & course information

Prereq: Permission of instructor G (Fall, Summer) 2-3-4 units

Sources