Modules are from the following textbook:
Ancona, Deborah, Thomas Kochan, Maureen Scully, Eleanor Westney, and John VanMaanen (a team of Sloan School faculty members). Managing for the Future: Organizational Behavior and Processes. 3rd ed. Boston, MA: South-Western College Pub, March 15, 2004. ISBN: 0324055757.
Course readings.
| Lec # |
topics |
readings |
| A: Organizational Processes - An Introduction |
| 1 |
Introduction and Course Overview
5 Lenses* and 10 Sub-Systems**: Industries Selected |
No readings are assigned for the first class. It is recommended, however, that you review on your own time the Module 3 Team Handbook (pp. 3-16) as preparation for group projects. |
| 2 |
Industry/Organizational Policy Analysis Methods
Case Study: "FAA/NASA Aviation and the Environment" |
"Report to Congress on Aviation and the Environment."
Module 1 - The "New" Organization: "Changing Organizational Models." pp. 10-21.
Module 2 - Three Lenses: "Introduction." pp. 8-12. |
| B: Organizational Types |
| 3 |
Regulatory/Administrative Organizations and NGOs
Guest Speaker |
Module 2 - Three Lenses: "The Strategic Design Lens." pp. 13-27.
Module 9 - Organizational Action in Complex Environments: "Class Note." pp. 8-22. |
| 4 |
Entrepreneurial Organizations
Guest Speaker |
Module 2 - Three Lenses: "The Political Lens." pp. 33-46.
Module 7 - Workforce Management: "Managing a Changing Workforce in Turbulent Times." pp. 12-24.
Module 8 - Managing Change in Organizations: "Overview." pp. 1-21. |
| 5 |
Multi-National Organizations |
Module 2 - Three Lenses: "The Cultural Lens." pp. 57-66; "Organizational Culture." pp. 67-82.
Module 8 - The Managing Change in Organizations: "The Strategy that wouldn't Travel." pp. 22-27.
Readings Distributed Separately
Cutcher-Gershenfeld, Joel. "Passing the Point of No Return." MIT/Sloan Foundation Industry System Study. (PDF)
"Socio-Technical Engineering Systems Simulation." MIT/Sloan Foundation Industry System Study. (PDF) |
| C: Organizational Processes (By Level) |
| 6 |
Individual Motivation and Commitment
Reward System Design Exercise
Single Point Module: Coaching and Mentoring |
Module 4 - Diverse Cognitive Styles in Teams: "Self Assessment." pp. 6-9.
Reading Distributed Separately
Coens, Tom, and Mary Jenkins. Abolishing Performance Appraisals. San Francisco, CA: Berrett-Koehler Publishers, 2000. ISBN: 1576750760. Chapters 1, 2, and 3. |
| 7 |
Group Dynamics and Decision Making
Guest Speaker |
Modules 3 - Making Teams Work: "Overview and Primer." pp. 1-14.
Module 5 - Team Processes: "Overview." pp. 1-3; "Team Process Observation Guide." pp. 6-14. |
| 8 |
Organizational Strategy, Structure and Process
Protocols and Standards
Guest Speaker |
Module 6 - Teams in Organizations: "Overview and Outward Bound: Linking Teams to their Organizations." pp. 1-9; "Case: Aston-Blair, Inc." pp. 11-21.
Reading Distributed Separately
Doyle, John. "Protocols." (PDF) |
| 9 |
Industry Alignment and Institutional Transformation
Systems Change Debates |
Module 8 - Managing Change in Organizations: "Overview." pp. 1-20; "Leadership of Profound Change." pp. 32-37.
Readings Distributed Separately
Cutcher-Gershenfeld, Joel, and J. Kevin Ford. Valuable Disconnects. New York, NY: Oxford University Press, 2005. ISBN: 0195089065. Chapter 1.
Murman, Earll, et al. "Lean Thinking." Lean Enterprise Value. New York, NY: Macmillan, 2003. Chapter 4. |
| D: Integration |
| 10 |
Industry Policy Project Presentations
Student Team Presentations |
No readings are assigned for this class. |
| 11 |
Re-Engineering Technology Policy Organizations
Guest Speaker |
No readings are assigned for this class. |
| 12 |
Alumni/ae Panel
Open-Forum Panel Dialogue |
Reading Distributed Separately
Kochan, Thomas, Wanda Orlikowski, and Joel Cutcher-Gershenfeld. "Beyond McGregor's Theory Y: Human Capital and Knowledge-Based Work in the 21st Century Organization." |
* 5 Organizational Lenses: Structural, Political, Cultural, Economic, and Engineering
** 10 Organizational Sub-Systems: Recruitment/Selection, Leadership, Communications, Information, Decision Making, Training/Learning, Reward/Reinforcement, Negotiations/Dispute Resolution, Rotation/Sub-Contracting/Attrition/Retirement, Systems Change/Transformation