About this course: In this course you will build a practical framework to understand the critical linkages between organization design and the creation of economic value through execution. We will focus on four critical linkages: 1. How organizational growth and life cycle require design changes to improve execution 2. How managerial decision making can be improved through better organization design 3. How the design of human resource practices shape the culture of the organization 4. How innovation and change can be facilitated through organization design These linkages are critical in assessing how managers make sure that the organizations they design can execute the strategies they have envisioned under changing environmental conditions. Learners will be able to answer the following: • What are the managerial implications of organizational growth and life cycle? • How do you improve managerial decision making through organizational design? • How do human resource management policies shape organizational culture? • How do organizations plan for top management succession and change? • How do you know that your organization design is not effective? • How do you manage organizational change and innovation? This course is part of the iMBA offered by the University of Illinois, a flexible, fully-accredited online MBA at an incredibly competitive price. For more information, please see the Resource page in this course and onlinemba.illinois.edu.
Created by: University of Illinois at Urbana-Champaign
Taught by: Huseyin Leblebici, Professor of Business Administration
University of Illinois, Urbana-Champaign College of Business Department of Business Administration
| Basic Info | Course 4 of 7 in the Strategic Leadership and Management Specialization |
| Commitment | 4 weeks of study, 4-6 hours/week |
| Language | English |
| How To Pass | Pass all graded assignments to complete the course. |
| User Ratings |
Syllabus
WEEK 1
Course Orientation
You will become familiar with the course, your classmates, and our learning environment. The orientation will also help you obtain the technical skills required for the course.
1 video, 6 readings, 1 practice quiz
- Video: Welcome to Managing the Organization: From Organizational Design to Execution!
- Reading: Syllabus
- Reading: About the Discussion Forums
- Reading: Glossary
- Reading: Descriptions of Firms Discussed in This Course
- Practice Quiz: Orientation Quiz
- Reading: Updating Your Profile
- Discussion Prompt: Getting to Know Your Classmates
- Reading: Social Media
Module 1: Organizational Life Cycle – Innovation, Change, and Redesign
What happens to organizations as they grow, and how should managers respond to needs for change to cope with the consequences of growth? Organization design cannot be static and requires constant evaluation in terms of its ability to execute managerial strategies.
11 videos, 3 readings
- Reading: Module 1 Overview
- Reading: Module 1 Readings
- Video: Review of Course 1
- Video: 1-1.1: The Case of Facit
- Video: 1-1.2: Why Organizations Grow and What Happens
- Video: 1-1.3: Life Cycle Process
- Video: 1-1.4: Symptoms of Ineffective Design
- Video: 1-1.5: Alternative Corrective Actions
- Video: 1-2.1: Introduction to Change
- Video: 1-2.2: Rational Elements
- Video: 1-2.3: Emotional Elements
- Video: 1-2.4: Situational Elements
- Video: 1-2.5: The Logic of Organizational Change
- Reading: Instructions for Case Study Analysis – Corning
- Discussion Prompt: Module 1 Discussion
Graded: Module 1 Quiz Over Lectures and Readings
Graded: Corning Case Study Quiz
WEEK 2
Module 2: Managerial Decision Making and Organization Design
How can managers design organizations in order to make effective decisions? The answer to this question requires a clear understanding of cognitive limitations of managers and how managerial practices can be developed to overcome them.
7 videos, 3 readings
- Reading: Module 2 Overview
- Reading: Module 2 Readings
- Video: 2-1.1: Decision Making in an Organization
- Video: 2-1.2: Prescriptive Models
- Video: 2-1.3: Descriptive Models
- Video: 2-2.1: Fundamental Attribution Error and Related Fallacies
- Video: 2-2.2: Biases Related to Availability & Representativeness Heuristics
- Video: 2-2.3: Critical Traps in Decision Making
- Video: 2-2.4: Organizational Consequences and Managerial Action
- Reading: Instructions for Case Study Analysis – Dell
- Discussion Prompt: Module 2 Discussion
Graded: Module 2 Quiz Over Lectures and Readings
Graded: Dell Case Study Quiz
Graded: Module 2 Peer Assessment (for Module 1 & 2 Required Readings)
WEEK 3
Module 3: Managing Human Resources – Building Culture and Identity in Organizations
Why is organizational culture important, and which critical processes are responsible for it? We will approach this question by looking at the human resource practices of organizations that shape the nature of human interactions and perpetuate organizational culture.
9 videos, 3 readings
- Reading: Module 3 Overview
- Reading: Module 3 Readings
- Video: 3-1.1: What Is Culture?
- Video: 3-1.2: Organizational Culture
- Video: 3-1.3: What Is the Relationship between Culture and Values?
- Video: 3-1.4: Major Drivers of Culture
- Video: 3-1.5: Values, Culture, and Value Creation
- Video: 3-2.1: Finding the Right People and Retaining Them Human Resources
- Video: 3-2.2: High Commitment Workforce Perspective
- Video: 3-2.3: High Flexibility Workforce Practice
- Video: 3-2.4: Which Philosophy Is Better?
- Reading: Instructions for Case Study Analysis – Yahoo
- Discussion Prompt: Module 3 Discussion
Graded: Module 3 Quiz Over Lectures and Readings
Graded: Yahoo Case Study Quiz
WEEK 4
Module 4: Top Management Teams, Managerial Succession, and Organizational Consequences
How do organizations select, develop, and promote individuals to build effective top management teams? We will explore topics such as managerial succession, managerial careers, and the talent management tools that are used to build the execution capabilities of organizations.
8 videos, 3 readings
- Reading: Module 4 Overview
- Reading: Module 4 Readings
- Video: 4-1.1: The Top Management Team
- Video: 4-1.2: Leadership Succession at Yahoo
- Video: 4-1.3: Key Elements of Leadership Development
- Video: 4-2.1: New CEOs & Organizational Tensions
- Video: 4-2.2: Changing Roles of Senior Managers
- Video: What Did We Cover in Course 1?
- Video: What Did We Cover in Course 2?
- Video: Final Comments
- Reading: Instructions for Case Study Analysis – Ralph Lauren
- Discussion Prompt: Module 4 Discussion
Graded: Module 4 Quiz Over Lectures and Readings
Graded: Ralph Lauren Case Study Quiz
Graded: Module 4 Peer Assessment (for Module 3 & 4 Required Readings)
FAQs
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Coursework
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Creators
University of Illinois at Urbana-Champaign
The University of Illinois at Urbana-Champaign is a world leader in research, teaching and public engagement, distinguished by the breadth of its programs, broad academic excellence, and internationally renowned faculty and alumni. Illinois serves the world by creating knowledge, preparing students for lives of impact, and finding solutions to critical societal needs.
Pricing
| Audit | Purchase Course | |
|---|---|---|
| Access to course materials | Available | Available |
| Access to graded materials | Not available | Available |
| Receive a final grade | Not available | Available |
| Earn a shareable Course Certificate | Not available | Available |
Ratings and Reviews
This is unbelievable course, this is mind opening!
Typos in the slides need to be fixe
I wish I had more time to really absorb the material. Modules 3 & 4 really made me want to have classroom discussions
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MW
Good class