MBA (Backup)
MBA-Fulltime: Organizational Processes (SoSe
2005)
Hans-Erich Mόller: I
Sven Pohland: II
Part I:ORGANIZATIONAL
DESIGN AND CHANGE
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.
Content:
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.
