Organization AND Management Comprehensive Course Syllabus 5 PDF

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ORGANIZATION AND MANAGEMENT BUSADMX490.1-053 Summer, 2019 COMPREHENSIVE COURSE SYLLABUS

University of California, Berkeley Extension International Diploma Programs Dr. Brenda Fellows, Ph.D., Professor Email Office Cell Office Hours Office Location Website LinkedIn

[email protected] (650) 345-5896 (650) 759-0841 by appointment only: Mondays from 7:00 a.m. - 8:00 a.m. Professor Resource Room or Classroom www.fellowsconsortium.com https://www.linkedin.com/in/drbrendafellows

COURSE TITLE:

Organization and Management

PREREQUISITES:

None

COURSE START:

Monday, May 13, 2019

CLASS HOURS:

Mondays weekly from 8:00 a.m. – 11:00 a.m.

DURATION:

Monday, May 13 – Monday, July 22, 2019

CLASS LOCATION:

1995 University Avenue, Room #209

FINAL EXAM LOCATION: same as above unless otherwise noted REQUIRED COURSE MATERIAL: Custom Text (Cengage Publishing, Loose Leaf) Organization Theory & Design 12ed, Richard L. Daft Understanding Management 11ed, Richard L. Daft, Dorothy Marcic Organizational Behavior Managing People and Organizations, 13ed, Griffin, et al. Case Studies Workbook: Your Personal Power-Up: Five Steps to Take Control of Your Life & Career

ADDITIONAL READINGS: ASSIGNMENTS:

To be assigned as noted in course syllabus To be assigned as noted in course syllabus Instructions for each assignment can be accessed on Canvas

OVERVIEW: This course is designed to challenge you and force you to step outside of your comfort zone. In this course we will take a holistic systematic approach to the analysis of structural components of organizations as well as the behavior of people in them from private to public and nonprofit organizations. Embracing interdiciplinarity in this course is a key and critical component to your learning. A compartmentalized approach to organizational change and transformation breeds dysfunction over the long-term. Everything is interconnected in some form or fashion. The purpose of this course will be to provide the student with a baseline understanding of management and leadership theories and practice, contemporary management application issues, and organizational models as they relate to organizational theory, management, leadership, human resource management, organizational behavior, organizational development, culture and structure. Gaining true advantage in the global marketplace calls for organizational leaders and their competitors to attract, retain, and develop the brightest and best talent while maintaining ethical sustainability. Through strategic and effective human resource management, this challenge can be successfully fought. Effective human resource management is necessary to gain true competitive advantage in the world of work and the global marketplace. The challenges faced by organizational leaders are threefold: organizations must remain sustainable, cutting edge technology must be embraced, and preparation for globalization and its impact must remain at the forefront. These challenges will be brought to the fore and to life through highlighted real-world experiences, examples, chapter concepts, and cases. This course centers on effectively managing and leading; being a successful professional, and strategic leader through developing the necessary technical background knowledge. This comprehensive experiential leaning course offers strategies emphasizing how organizational leaders can more effectively lead by understanding both the internal and external environment.

LEARNING OBJECTIVES: Through the use of the workbook, Your Personal Power Up, text readings case study analysis, simulations and role play, this course offers a holistic, conceptual, and experiential learning approach to understanding leadership and management from “inside out” processes versus “outside in” processes. Students will gain a baseline understanding of organizations, management, leadership, organizational development, organizational behavior, and human resource management with a focus on the development of students’ leadership and interpersonal skills by providing a comprehensive, realistic, innovative, and practical introduction to the fields. We will review the broad background of each field, and critically examine the interconnectivity, assumptions, models, and evolutions. The general objective of the course is offer a comprehensive and experiential approach to increase your ability to be an effective manager and leader in a variety of settings. You will increase your strategic leadership, strategic management, communication, inter and intra personal skills, by being provided a realistic, innovative, and practical introduction to the fields; creating opportunities to hear, see, and participate in relevant decision making strategies and behaviors. In this course we will:

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Identify key theories, models, and issues of management, leadership, organizational development, organizational behavior, and human resource management as identified in an organizational setting

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Analyze an organization for the purpose of making recommendations for initiating organizational improvement

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Understand the challenges involved in making management and leadership decisions and be able to apply those theories that can help you improve these skills

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Demonstrate, orally and in writing, the ability to integrate and communicate knowledge, ideas, and innovations centering on management, leadership, organizational development, organizational behavior, and human resource management

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Gaining conceptual knowledge and theories – you will discuss management, leadership, organizational development, organizational behavior, and human resource management concepts and theories and utilize them during class discussions and assignments

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Activity in a behavioral simulation –you will problem solve, make decisions, communicate effectively both cross culturally and horizontally, and actively practice concepts and theories

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Analysis of activity – you will analyze, critique, and discuss the way you solved problems, and compare the results of different approaches

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Connecting theory and activity with prior on-the-job or life situations – you will connect your learning to past experiences, receive feedback, reflect upon the results, and generalize into the future. The end result should be improved skill and performance in applying these things learned to life and job situation.

We will employ a variety of tactics to implement this strategy including:        

Lectures Case Study Analysis Simulations (Role Play) and Applications Class Discussions and Debates Team & Individual Briefings Reflection Paper Business Videos Guest Speakers from Industry

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It is critical that you be an active participant in this unique experiential learning course. We all have experiences that will enrich the topics and direction of discussion in the course. It is our obligation to make these experiences available to the other course participants.

The course will help you: 

Discover a different approach to the study and learning of organizations, management, leadership, organizational development, organizational behavior, and human resource management through experiencing simulated organizational situations. You will experience situations in which you are developing relationships with other students and diagnosing problems rather than simply reading about them. You learn best when you are involved in the learning process. As a learner, you must be an active participant in the learning process, and experience or discover concepts if they are to change your behavior and commitment to learning;

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Understand the relationships between people, organizational structure, infrastructure, technology, organizational context (organizational behavior and leadership), and human resource management;

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Assess organizational structures both in stable organizational settings, and in settings of extreme dynamics and growth;

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Improve your understanding of learning and motivation as it appears in modern organizational environments;

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Appreciate the problems and difficulties of attracting, retaining, and developing the brightest and best in the competitive global marketplace;

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Consider the costs and benefits of a temporary or outsourced workforce and how this decision impacts Human Announcements Management;

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Enhance your negotiation and critical thinking skills in relation and discover new opportunities for the management of individual and team conflict;

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Become more skilled in identifying critical factors in implementing organizational change and the limitations and strengths of different organizational structures and cultures in this process; and

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Develop your ability to think holistically (seeing the whole) and creatively.

Strategy and Marketing often tell us what to do. This course is about how to get it done by critically examining the intersection of several disciplines ( organization and management theory, organizational development, organizational behavior, leadership, management, human resource management), and obtaining a baseline knowledge as how the aforementioned relates to sustained organizational and individual success.

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Specific Learning Objectives: 

Apply organizational behavior, organization theory and leadership concepts to analyze organizational design as presented in case contexts, and learn how this impacts the individual team, organization and global community;

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Apply organizational behavior, organization theory, management and leadership concepts to analyze organizational design in extant organizations, learn the impact and how decisions are made;

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Integrate evidence as to key opportunities for improvement of an organization’s design; and

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Construct and justify an implementation plan aimed at improving an organization’s design.

COURSE ORGANIZATION

Week Week 1

Date Monday, May 13

Topics

Assigned Readings

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Review Course Syllabus

Organization Theory & Design

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Select Teams

Part I: Introduction to Organizations

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Begin work on Team and Individual Projects

Part II: Organization Purpose and Structural Design

Understanding Management Daft & Marcic

Assignments and Due Dates All Assignments are Due by Monday, May 6, 2019 Document: Professor’s Information Sheet Email completed document to Dr. Fellows and bring completed hard copy to class.

Part I: Introduction to Management Document: Team & Individual Exercise

Organizational Behavior: Managing People & Organizations Griffin, Phillips, Gully Part I: Introduction to Organizational Behavior

Workbook Your Personal Power-Up

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Psychological Contract Due

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Complete Individual Section Only. You will complete the Team Section with your Team during class.

Email completed document to Dr. Fellows and bring completed hard copy to class.

Chapters 1-2 Keep a journal. Answer each sidebar question.

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Article: Learning By The Case Method

Document: Questionnaires  Belief Systems  Thinking Styles Bring completed hard copy to class.

In Class Exercise 

Week 2

Monday, May 20

Lecture Topic: Technology and Organizations: Interdependent Roles of IT and Organizational Processes and Structure. What Is The Impact of IT on Organizational Form and Function? Technology for Control, Social Business, & Big Data: Does It Make Sense to Think of Organizational Structure as a Knowledge Management Tool?

Organization Theory & Design Daft

Trust Walk

In Class Exercise: Case Study Analyses

Part III: Open System Design Elements Part IV: Internal Design Elements

Understanding Management Daft & Marci Part II: The Environment of Management

Organizational Behavior: Managing People & Organizations Griffin, Phillips, Gully Part II: Individual Behaviors and Processes in Organizations Part III: Social and Group Processes in Organizations

Case Study Analyses: An Examination of Three Hi Tech Companies

Apple Google to Alphabet: 10 Things We Know To Be True Facebook

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Week 3

Tuesday, May 28

Lecture Topic: Leading With Strategy, Negotiation, Vision, Passion and By Appropriate Risk Taking Flexible Versus Consistent Leadership How Does Organizational Structure Drive Strategy and Performance?

Organization Theory & Design Daft

In Class Exercise: Case Study Analysis

Part V: Managing Dynamic Processes

Understanding Management Daft & Marcic Part III: Planning Part IV: Organizing

Organizational Behavior: Managing People & Organizations Griffin, Phillips, Gully Part IV: Leadership & Influence Processes in Organizations

Workbook: Your Personal Power-Up Chapters 3-5 Keep a journal. Answer all sidebar questions

Case Study:

Starbucks Coffee Company: Transformation and Renewal Organizing For Performance: Four Vignettes

Week 4

Monday, June 3

Lecture Topic: Traditional & Contemporary Views of Leadership in Organizations: Emerging Concepts, Human Leadership, Strategic Communication, Strategic Thinking, and Strategic Decision Making Leadership & Management; Strategy & Tactics: Are They The Same? The Learning Organization: How Can You Prepare Your Workforce to Respond To The Challenges of Tomorrow’s Business Environment?

Understanding Management Daft and Marcic

In Class Exercise: Dog House Simulation

Part V: Leading Part VI: Controlling

Organizational Behavior: Managing People & Organizations Griffin, Phillips, Gully Part V: Organizational Processes & Characteristics

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Workbook: Your Personal Power-Up Chapters 6 - 10 Keep a journal. Answer all sidebar questions.

Simulation: Dog House Case Study: University of Michigan Men’s Basketball Team: A Series of Fortunate Events?

Week 5

Monday June 10

Discuss Midterm Exam

Team and Individual Presentations

Course Evaluations 11:00 a.m. promptly at end of class

Week 6

Monday, June 17

Week 7

Monday, June 24

Midterm Exam

Lecture Topic: Individual Values, Perceptions, and Reactions: Managing Human Talent and Diversity The Perfect Storm: Where Are The Employees of Today and Tomorrow? What About The Baby Boomers?

Team and Individual Projects Due Reflection Paper Due

Organization Theory & Design Daft Chapters 1-6

Assigned Reading: Articles to be found in Canvas under Assigned Readings

In Class Exercise: Case Study Analysis

The Dance of the 3 Q’s: The Integration of IQ, EQ, & SQ and the Four Capitals (Human, Resource, Political, & Community)

Strategic Leadership: Psychological Movements Beyond Management

Changing Roles: Corporate Mentoring of Black Women

Communication and Decision Making: Revisiting Belief Systems and Thinking Styles Questionnaires

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Case Study: Managing Diversity and Inclusion at Yelp: Case A Managing Diversity and Inclusion at Yelp: Case B

Week 8

Monday, July 1

Lecture Topic:

Organizational Behavior:

Compensation: What’s The Big Secret?

Chapters 5-6 Motivating Behavior Motivating Behavior With Work and Rewards

The Balanced Scorecard Approach to Performance Management

In Class Exercise: Case Study Analysis

Case Study: Banking on Change: Aligning Culture and Compensation at Morgan Stanley Stock Based Compensation at Twitter

Article: A Note on Compensation

Week 9

Monday, July 8

Lecture Topic: Managing Change & Innovation: Utilizing Strategy & Negotiation as Tools for Success How Do You Move Your Workforce and Organization From Where It Is Now To Where It Needs To Be Tomorrow? Disruptors: Globalization and Automation; Are We There Yet?

Understanding Management: Changing People & Culture

In Class Exercise: Case Study Analysis

Changing Things: New Products &Technologies

Case Study: An Examination of Four Disruptive Organizations

Amazon Tesla Verizon

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Week 10

Monday, July 15

Lecture Topic:

Case Study:

Organizational Chaos, Uncertainty, and Luck: Why Some Organizations Thrive Despite Dysfunction

Making Target the Target: Boycotts and Corporate Political Activity

Ethics, Social, and Corporate Responsibility

Week 11

Monday, July 22

FINAL EXAM

In Class Exercise: Case Study Analysis

Sales Misconduct at Wells Fargo Community Bank Governance and Sustainability at Nike

Organization Theory & Design, Daft Chapters 7-13

COURSE ASSIGNMENTS AND ASSESSMENTS CLASS ATTENDANCE, CLASS PARTICIPATION CASES STUDY ANALYSIS (20%): If you always do what you’ve never done, will you always be what you’ve never been? This is an Eleven Week Comprehensive Experiential Learning Course. You will get out of this course the amount of time, effort, and preparation you put into this course. You are expected to come to class prepared to discuss the day’s topics and cases. Each day you are required to offer engaging discussions with your classmates based on assigned readings. At the end of each chapter in your textbook are discussion questions which will help prepare you for each day’s class discussions, midterm and final exam. An extensive amount of reading is required in this course. You cannot learn everything that is necessary in this course by listening to lectures only. Class Participation points will be awarded based upon your ability to: (a) provide a substantive analysis of the material, (b) demonstrate issues impact the individual, team, organization and global community, (c) discuss the day’s topics, and (d) discuss key theories to support your argument. The purpose of each assignment, case study analysis, and your class participation is to allow you to learn from your classmates by interacting with them through creating enriching dialogue. During class discussions, you will employ any organizational and management theories to justify your answers. This means going beyond just providing a synopsis or regurgitating what you’ve read in the course material; rather it means identifying the relevancy (i.e., organizational and management theories, theories that support human resource management, applying the questions to real-life scenarios, organizations, implications, pros and cons, etc…) of the material and what salient information was noteworthy in context of this class by offering substantive information to your audience in a clear and concise manner. We all learn from one another through dialogue and discussion.

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Note: As a reminder, there is a limited amount of learning that you can acquire by listening to lectures and class discussions within this br...