Course Outline:

ADMS 4010 – Winter 2015 Organization and Administrative Theory DRAFT

CLASS: Tuesdays – 4-7 pm Location: TEL 0005

Course Director Ken Ogata 416-736-2100 x 22864 203 Atkinson [email protected] Office Hours: Tuesdays – 2 – 4 pm

COURSE DESCRIPTION This course is intended to provide you with a macro ‘big picture’ perspective on organizations. The focus will be upon the theories informing how individual and groups of organizations are designed, managed, and function. It also examines the influence of environmental factors (e.g. government, economy) upon organizations.

We will review the history of administrative thought, noting how past theories shape the way we currently think about and manage organizations. Understanding the history of management thought and the assumptions underlying how organizations are structured is important as these factors influence how they operate and correspondingly how people within them act. Both the environment and organizational structure shape how organizations function by allowing and constraining various actions by managers, employees and members.

We will also address current issues and recent theories about organizations, and the relationship between organizations and society. The issues, ideas and theories presented are intended to develop your ability to analyze and understand organizational dynamics.

Purpose and Objectives: This course is intended to provide a blend of both theoretical and practical insights into organizations, drawing upon the academic literature and real world examples. In order to derive the maximum benefit from this course, students are encouraged to approach the various topics with an open yet critical mind, to seriously consider the various opinions and perspectives presented, and to reflect upon the implications of each of the perspectives.

This course is also intended to help you as students translate the formal knowledge you have gained through your studies thus far and apply it to the real world of practice. At the end of this course students should have:

072995e517ecc7d1c3d2bc6e5a5bcd16.doc 1 . A strong understanding of the different theoretical approaches to understanding organizing and organizations . An appreciation of how structural and situational factors can constrain managers’ ability to effect action. . Develop techniques to analyze organizing processes. . Practical experience translating theory into practice, and understanding the limitations of theory in practice. . Practical experience expressing your thoughts and opinions about organizations.

REQUIRED TEXTBOOK AND READINGS

Daft, R.L. and A. Armstrong. 2015. Organization Theory & Design, 3rd Canadian Edition. Nelson.

Additional Readings: Several additional readings have been assigned to supplement the text. These readings are available on the course website, online, or through the library. This list is subject to change in response to events in the real world.

1. Kiechel, Walter. 2012. The management century. Harvard Business Review. Nov. 2012, p. 63 - 75. 2. Lewis, Michael. 2008. The End. Portfolio, December 2008. http://www.mutualfundsbureau.com/docs/PortfolioMagazineArticle.pdf 3. Christensen, C. How will you measure your life? http://hbr.org/2010/07/how-will-you- measure-your-life/ Harvard Business Review. July-August 2010, p. 46-51. 4. Tough, P. 2011. What if the secret to success is failure? New York Times, September 14, 2011. http://www.nytimes.com/2011/09/18/magazine/what-if-the-secret-to-success- is-failure.html?pagewanted=all 5. Organizational change chapter (see website). 6. Wheatley, Margaret J. Chaos and complexity: What can science teach? http://www.margaretwheatley.com/articles/Wheatley-Chaos-and-Complexity.pdf

Students are expected to read these articles and other course materials assigned for each class. Students may be tested on these additional materials. You are also expected to keep yourselves informed about major current business issues/stories. Reading the business section of major newspapers, watching televised business reports, and reading the popular business press (e.g. Fortune, Economist, Fast Company).

072995e517ecc7d1c3d2bc6e5a5bcd16.doc 2 ASSIGNMENTS AND GRADES

Weighting of the Course: Participation – 10% Individual Experience Papers - 30% Team Presentations - 40% Final Exam - 20%

Participation: As this is a seminar style course, students are expected to participate in class. A class participation mark of 10% towards your final grade will be assigned. Both the extent of involvement in class discussions as well as the quality of contributions made will be taken into consideration in arriving at the grade. One’s presence in class, while obviously a prerequisite for participation, is not sufficient on its own to guarantee a satisfactory grade. It is, however, better than being absent for no legitimate reason.

Students can demonstrate their preparation by asking questions, challenging the material presented, and integrating the concepts from the readings into their comments. Class discussions provide the opportunity to practice speaking and develop persuasive skills in a group setting, as well as the ability to listen and respond effectively (a key skill for you as future managers).

In addition, participation marks will be awarded based upon your group participation. Each team will submit a peer evaluation form with their final report. Significant team dynamic issues may result in the loss of individual participation marks. Severe cases may result in the loss of team presentation marks.

ASSIGNMENTS AND PRESENTATIONS

Written Assignment Guidelines: All written assignments must be typed using 12 point font with 1 inch margins. Papers must conform to the page limits specified (I stop marking when the limit is reached). Papers must be properly cited and include a bibliography (using a typical citation standard – e.g. APA, MLA). Papers will be marked for proper spelling, punctuation and grammar (this is a critical business skill). Papers may also be submitted to Turnitin.com for review.

Assignments should be submitted in hard copy, and are due at the beginning of class. Email submissions will be accepted, but will be recorded as received based upon the time/date indicated on the system (system glitches and other technical problems with delivery are not an excuse). Papers will lose 10% for each day they are late (e.g. a paper submitted two days late could only receive a maximum grade of 80%).

Individual Experience Papers (30%) Each student will submit two papers worth 15% each (maximum of 3 pages single-spaced, plus up to 2 pages of appendices – 5 pages all in) analyzing and critiquing any organization (Canadian or international) that you have been associated with (e.g. work, volunteer, team, or school).

072995e517ecc7d1c3d2bc6e5a5bcd16.doc 3 Your analysis should focus upon one of the chapters covered, supplemented by theories and concepts from other sources and/or courses as desired (but not required).

The first paper is due on January 27, and should focus on one of Chapters 2, 3, 4, or 8. The second paper is due on February 24, and would focus on one of Chapters 9, 10, 11, or 12.

The purpose of this assignment is to apply the theories discussed to better understand your respective organization (real world application). Your paper should include a description of the organization, your connection/role with the organization, your general assessment of how it fits (or does not fit) with the concepts/theories covered and why, and whether the theories help you better understand why your organization functions the way it does (for better or worse).

Team Presentations: Students will be divided into teams of 5 - 6. Each team will be required to make two class presentations, and submit a report on your chosen organization. These presentations are intended to relate the material in the course to real world examples. Teams will be assessed based upon the quality of information presented (e.g. description, analysis), plus your professionalism, creativity and originality. You may use whatever media or format you wish. Each team must provide a copy (hard copy or emailed) of their slides (10% penalty).

Your first presentation will involve summarizing an additional reading of your choice (from the list below – first come, first served) for the class, and discussing the implications of the reading. Some of these readings represent ‘classic’ articles on particular topics, while others represent more recent thinking. In the case of ‘classic’ articles, think about whether these are still relevant for managers today. For more recent articles, consider whether you as a manager should follow their advice. You will have 10 minutes to present, and the presentation is worth 10% towards your final grade.

1. Handy, Charles. 2002. What’s a business for? Harvard Business Review. Dec. 2002, p. 49 - 55. 2. deGeus, Arie. 1997. The living company. Harvard Business Review. Mar/Apr 1997, p. 51. 3. Raynor, Michael E. and Ahmed, M. 2013. Three rules for making a company truly great. Harvard Business Review. April 2013, p. 108-117. 4. Kim, W.C. and Mauborgne, R. 2004. Blue ocean strategy. Harvard Business Review. Oct. 2004. p. 76-85. 5. Collins, Jim. 2001. Good to great. Fast Company. Oct. 2001, p. 90. http://www.fastcompany.com/magazine/51/goodtogreat.html 6. Coutu, D. 2009. Why teams don’t work. Harvard Business Review. May 2009, p. 98. 7. Sacks, D. 2005. The accidental guru. Fast Company. Jan. 2005, p. 64. http://www.fastcompany.com/52275/accidental-guru 8. Schwartz, B. 2004. The Tyranny of choice. Scientific American. Apr. 2004, p. 70. 9. Ford, J. and Ford, L. 2009. Decoding resistance to change. Harvard Business Review. Apr. 2009, p. 99.

072995e517ecc7d1c3d2bc6e5a5bcd16.doc 4 Your second presentation on March 10/17 will involve a Canadian organization (first-come, first-served). Eligible Canadian public corporations include those listed in the Report on Business list (http://www.theglobeandmail.com/report-on-business/rob-magazine/top- 1000/2012-rankings-of-canadas-top-1000-public-companies-by-profit/article4371923/), but do not include subsidiaries of non-Canadian firms (e.g. IKEA Canada). You may also choose a non-profit organization, or a privately held corporation (http://www.theglobeandmail.com/report- on-business/rob-magazine/top-1000/2012-rankings-of-canadas-350-biggest-private- companies/article4372009/ ). The organization must be chosen by January 20. Members cannot use the same organization for their individual paper as their group presentation.

For your presentation, provide a brief description of your chosen Canadian organization, identifying the key problems, issues, and/or challenges it faces, then provide options and recommendations regarding how to make the organization successful in the future. Each team will have 30 minutes to present. Half of the teams will present on March 10, the rest on March 17. These presentations are worth 20%. Teams will also submit a 10-page (single spaced) report of their recommendations (plus up to 4 pages of references and appendices – 14 pages total). These reports are due on March 17 for all teams, and are worth 10%.

All team members will share the team presentation mark, subject to any team participation issues. If there are team dynamic issues, each member will individually submit a peer evaluation form (see website). Please note that teams are expected to be self-managed, and resolve their issues on their own. If I have to intervene, members may lose all of their participation marks.

072995e517ecc7d1c3d2bc6e5a5bcd16.doc 5 OUTLINE OF CLASSES

This course will be run as a seminar/workshop where students are expected to come to class prepared to discuss the readings. Students should also be prepared to share their opinions and experiences (both good and bad). Classes may involve a combination of lectures, class discussions and exercises, group presentations, and case discussions. I may not cover all of the material in class, but you are still responsible for anything noted in class or on the course outline.

Class Date Agenda Additional Readings 1 Jan 6 Ch. 1 – Introduction Case - Product X 2 Jan 13 Management History The management century Ch. 7 – Workflow (p. 277-281) Ch. 3 – Organizational structure 3 Jan 20 Ch. 8 – Organizational life cycle What’s a business for? Ch. 4 – External Environment The living company Form Teams 4 Jan 27 Ch. 2 – Strategy, Design, Effectiveness Three rules Individual Assignment I due Blue ocean strategy 5 Feb 3 Ch. 9 – Culture and ethics Good to great Why teams don’t work 6 Feb. 10 Ch. 11 – Decision making processes The accidental guru Ch. 12 – Conflict, Power, Politics Tyranny of choice 7 Feb 17 READING WEEK NO CLASS 8 Feb 24 Ch. 10 – Change and innovation Resistance to change Individual Assignment II due 9 Mar 3 Review and Integration Case: Product X Does management work? 10 Mar 10 Team Presentations (T 1-4) 11 Mar 17 Team Presentations II (T 5-8) Team Reports due 12 Mar 24 Case Discussion Case: TBA 13 Mar 31 Final Exam (in class)

072995e517ecc7d1c3d2bc6e5a5bcd16.doc 6