MBA (Backup)

MBA-Fulltime: Organizational Processes (SoSe 2005)

Hans-Erich Mόller: I
Sven Pohland:      II


Intention: The general course objective is to acquire competencies to understand, manage and develop organizations. Managing change in a complex and dynamic environment, striving for quality and innovation, exploring diversity and across cultures, in corporate networks and a more global economy – these are challenges for managing organizations today.

1. Organizations and Organizational Effectiveness • What is an Organization? Organizational Theory and Change. Organizational Effectiveness. Closing Case: Kinko • Focus: Entrepreneurship.  (Video case: Au Bon Pain)
2. Designing Organizations • Preview Case: YUM! Key Factors. Mechanistic and Organic Organizations. Traditional and Contemporary Designs. Closing Case: Cisco. • Focus: New Strategies, New Structures (Preview Video case Aventis; HEM-Slides) • Case Discussion /Video 3. Cultivate Organizational Culture • Preview Case: TD Industries. Dynamic. Types. Ethical Behavior. Diversity. Socialization. Closing Case: Southwest Airlines. • Focus: Culture in Practice (Video Training; Integrating Closing Case IBM)
4. Building the Global Organization • Preview Case: General Motors. Organization Structure. Management Processes. People. Minimizing the Drawbacks. Guidelines. Cl. Case: ABB • Focus: Global Leadership Development • Case Discussion
 5. Types and Forms of Organizational Change • What is Change. Forces for Change and Resistance. Evolutionary and Revolutionary Change. Managing Change. Organizational Development. Closing Case: Sears • Focus Driving Change: Preview Case: Cappuccino at Sheraton. HEM-Slides. Closing Case: Body Shop • Case Discussion

Learning medias: 
Core Reading (Part I): Hellriegel, D., Slocum, J.W., Organizational Behavior. 10th edition. South-Western Publishing, Cincinnati/Ohio 2004. Jones, G. R., Organizational Theory, Text and Cases, 4th Edition, Addison-Wesley Reading/Massachusetts 2004.
Further Reading (Part I):  Mueller,H.-E.(2001): Developing Global Human Resource Strategies. Discussion paper for European International Business Academy (EIBA) 27th Annual Meeting, 13-15 December 2001 in Paris; also as: Wie Global Player ihre Mitarbeiter fόhren. In: Harvard Business Manager, Nr. 6., S. 16-25.  Yip, G.S. (2003): Total Global Strategy II. Pearson, Upper Saddle River.

Learning outcomes: On successful completion of this module students will be able to:
Understand and review relevant theories, concepts and practices on managing people and organizations.
Understand the managerial implications of organizational design and change. Develop hands-on analysis skills through working on international case studies. Develop and apply competencies in a turbulent and complex world like managing teams and communications.