Informações sobre o curso
In this introductory, self-paced course, you will learn multiple theories of organizational behavior and apply them to actual cases of organizational change. Organizations are groups whose members coordinate their behaviors in order to accomplish a shared goal. They can be found nearly everywhere in today’s society: universities, start-ups, classrooms, hospitals, non-profits, government bureaus, corporations, restaurants, grocery stores, and professional associations are some of many examples of organizations. Organizations are as varied and complex as they are ubiquitous: they differ in size and internal structure; they can entail a multiplicity of goals and tasks (some of which are planned and others unplanned!); they are made up of individuals whose goals and motivations may differ from those of the group; and they must interact with other organizations and deal with environmental constraints in order to be successful. This complexity frequently results in a myriad of problems for organizational participants and the organization’s survival. In this course, we will use organizational theories to systematically analyze how an organization operates and can best be managed. Organizational theories highlight certain features of an organization’s structure and environment, as well as its processes of negotiation, production, and change. Each provides a lens for interpreting novel organizational situations and developing a sense for how individual and group behaviors are organized. Theories are valuable for the analyst and manager because most organizational problems are unique to the circumstances and cannot be solved by simple rules of thumb. Armed with a toolset of organizational theories, you will be able to systematically identify important features of an organization and the events transforming it; choose a theoretical framework most applicable to the observed mode of organizing; and use that theory to determine which actions will best redirect the organization in desired directions. In sum, the course has three goals: to become familiar with a series of real-world organizational phenomena; to learn different theoretical perspectives that can elucidate these phenomena; and to apply these different ways of “seeing” and managing organizations to cases. In such a fashion, the course is designed to actively bridge theory and practice, exposing students to a variety of conceptual tools and ways to negotiate novel situations.
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Beginner Level

Nível iniciante

Clock

Aprox. 25 horas restantes

Sugerido: 5 hours/week
Comment Dots

English

Legendas: English

Habilidades que você terá

Organizational AnalysisManagementChange ManagementDecision-Making
Globe

curso 100% online

Comece imediatamente e aprenda em seu próprio cronograma.
Beginner Level

Nível iniciante

Clock

Aprox. 25 horas restantes

Sugerido: 5 hours/week
Comment Dots

English

Legendas: English

Syllabus - What you will learn from this course

1

Section
Clock
3 hours to complete

Module 1 - Introduction

...
Reading
11 videos (Total 114 min), 1 quiz
Video11 videos
Lecture 1 - Introduction to Organizations - Part 26m
Lecture 2 - Analytic Features of Organizations - Part 113m
Lecture 2 - Analytic Features of Organizations - Part 29m
Lecture 3 - Case Applications - Part 116m
Lecture 3 - Case Applications - Part 219m
Module 1 - SSC1 - Introduction and Multiunit Organizations (2013)10m
Module 1 - SSC2 - Social Movements and Temporary Organizing (2013)8m
Module 1 - SSC3 - Leaders (2013)7m
Module 1 - SSC4 - Resistance to Change (2013)7m
Module 1 - SSC5 - Open Organization (2013)5m
Quiz1 practice exercises
Quiz: Module 1 - Quiz36m

2

Section
Clock
2 hours to complete

Module 2 - Decisions by Rational and Rule-based Procedures

In this module, we will present a general introduction and discussion to decision-making in organizations. We will relate various rational system views of organizations that tend to focus on administrative units, or leaders of organizations....
Reading
11 videos (Total 102 min), 1 quiz
Video11 videos
Lecture 4 - Rational Actor - Part 28m
Lecture 5 - Example: Cuban Missile Crisis - Part 17m
Lecture 5 - Example: Cuban Missile Crisis - Part 214m
Lecture 5 - Example: Cuban Missile Crisis - Part 3 6m
Lecture 6 - Chicago Public School Reforms - Part 1 13m
Lecture 6 - Chicago Public School Reforms - Part 2 16m
Module 2 - SSC1 - What Logic in Your Firm? (2013)5m
Module 2 - SSC2 - Superstition (2013)5m
Module 2 - SSC3 - What Decision Theory Is Right? (2013)8m
Module 2 - SSC4 - Culture and Intuition (2013)4m
Quiz1 practice exercises
Module 2 - Quiz32m

3

Section
Clock
2 hours to complete

Module 3 - Decisions by Dominant Coalitions

This module will give a more elaborate depiction of that model, and focus on its core process of exchange and coalition formation. Within organizations, you will frequently confront coalitions of interests, and you will come to realize that collective action and organizational reforms are impossible if you do not build and manage a coalition to get things done. Therefore, we turn now to Coalition theory. To relate this theory, throughout this chapter we will draw heavily on the writings by James G March (1962, 1994: chapter 4) and Kevin Hula (1999) concerning coalition formation....
Reading
11 videos (Total 72 min), 1 quiz
Video11 videos
Lecture 7 - Review and Example - Part 2 8m
Lecture 8 - Exchange and Coalitions - Part 1 10m
Lecture 8 - Exchange and Coalitions - Part 2 8m
Lecture 9 - Hula and Lobbying Coalitions - Part 1 8m
Lecture 9 - Hula and Lobbying Coalitions - Part 2 6m
Module 3 - SSC 1 - Coalition Leaders (2013)6m
Module 3 - SSC 2 - Are Coalitions Temporary? (2013)4m
Module 3 - SSC 3 - Why Is Ambiguity Good? (2013)6m
Module 3 - SSC 4 - Prioritizing Your Threads! (2013)3m
Module 3 - SSC 5 - Invisible Resistance - (2013)4m
Quiz1 practice exercises
Module 3 - Quiz32m

4

Section
Clock
2 hours to complete

Module 4 - Organized Anarchy

This module introduces you to the basic features of decision making in organized anarchies, or what some call a “garbage can theory’ of organizations. What do we mean that the decision process resembled an organized anarchy? Well, for example, some of them have a hard time coming up with their group’s platform and identity. Also, some of the group’s proposed solutions changed over the course of bargaining – some initially proposed universal vouchers only to promote targeted vouchers in the end. Almost all of the groups thought in terms of an identity and what that entailed. And they also thought about other’s identities and interests when trying to manipulate the situation in their favor....
Reading
8 videos (Total 96 min), 1 quiz
Video8 videos
Lecture 10 - Organized Anarchy - Part 2 9m
Lecture 10 - Organized Anarchy - Part 3 13m
Lecture 11 - Applications - Part 1 17m
Lecture 11 - Applications - Part 2 19m
Module 4 - SSC 1- Managing Organized Anarchy (2013)11m
Module 4 - SSC 2 - Brainstorming (2013)9m
Module 4 - SSC 3 - Deadline (2013)7m
Quiz1 practice exercises
Module 4 - Quiz26m

5

Section
Clock
2 hours to complete

Module 5 - Organizational Learning

In this module, we will describe the theory of organizational learning and what it entails. In the most general terms, the organizational learning perspective concerns adaptation and learning from experience. But how does an organization learn? Organizations learn by encoding inferences from history into organizational structures (so best practices into rules, routines, and roles), people, technologies (curricula), and culture (norms, beliefs) that guide behavior. That is, organizations reflect on what works well or not, and then encode that knowledge into its organizational elements (participants, technology/tasks, social structure) so it can remember....
Reading
12 videos (Total 115 min), 1 quiz
Video12 videos
Lecture 12 - Organizational Learning - Part 2 14m
Lecture 12 - Organizational Learning - Part 313m
Lecture 13 - Cases - Part 1 7m
Lecture 13 - Cases - Part 2 9m
Module 5 - SSC 1 - Learning from Failure (2013)7m
Module 5 - SSC 2 - Strong Culture as Obstacle to Adaptation (2013)7m
Module 5 - SSC 3 - Organizations Can't Learn? (2013)9m
Module 5 - SSC 1 - Managing Resistance to Organizational Learning (2012)4m
Module 5 - SSC 2 - World of Warcraft (2012)6m
Module 5 - SSC 3 - Forgetting and Radical Change (2012)5m
Module 5 - SSC 4 - Remembering and Promoting Learning (2012)11m
Quiz1 practice exercises
Module 5 - Quiz20m

6

Section
Clock
2 hours to complete

Module 6 - Organizational Culture

In this module, we will cover organizational culture. We will look carefully at Gideon Kunda’s book, Engineering Culture, to put into question the organizational culture ideal. Within an organizational culture, actors make sense of their existence according to identities and norms, and these are often constructs afforded by the organization they are in. Think of the culture at firms like Apple or Facebook – all have an identity and norms surrounding their performance of it. As such, the motive in an organizational culture is the expression and fulfillment of an identity – a strong intrinsic motivator! An organizational culture entails normative (valued) and cognitive (implicit) aspects of organizational social structures. These are deep structural facets that guide interaction. ...
Reading
11 videos (Total 123 min), 1 quiz
Video11 videos
Lecture 14 - Organizational Culture - Part 212m
Lecture 15 - Engineering Organizational Culture - Part 1 17m
Lecture 15 - Engineering Organizational Culture - Part 2 16m
Module 6 - SSC1 - Teleworking (2013)8m
Module 6 - SSC2 - Individual Self (2013)9m
Module 6 - SSC3 - Dress Code (2013)9m
Module 6 - SSC1 - Change in Large Organizations et al. (2012)13m
Module 6 - SSC2 - Strategies of Creating Organizational Culture (2012)9m
Module 6 - SSC3 - Desirable Organizational Culture (2012)6m
Module 6 - SSC4 - Merging Cultures (2012)7m
Quiz1 practice exercises
Module 6 - Quiz18m

7

Section
Clock
2 hours to complete

Module 7 - Resource Dependency Theory

The theory we will discuss in this chapter is Resource Dependence Theory, and it views an organization in terms of its resource dependencies with other firms in the environment....
Reading
11 videos (Total 116 min), 1 quiz
Video11 videos
Lecture 16 - Resource Dependency Theory - Part 2 18m
Lecture 17 - Case Applications - Part 1 7m
Lecture 17 - Case Applications - Part 2 7m
Module 7 - SSC 1 - Powerful Resources (2013)12m
Module 7 - SSC 2 - Outsourcing (2013)6m
Module 7 - SSC 3 - Improving Forums (2013)10m
Module 7 - SSC 2 - In Out Focus (2012)7m
Module 7 - SSC 1 - 5Qs (2012)13m
Module 7 - SSC 3 - Stanford and Sharing Resources (2012)10m
Module 7 - SSC 4 - Why Education? (2012)3m
Quiz1 practice exercises
Module 7 - Quiz12m

8

Section
Clock
3 hours to complete

Module 8 - Networks

In this module, we will describe how organization’s researchers look at social networks within organizations. In addition, we will describe how some theorists contend there is a network form of organization that is distinct from hierarchical organizations and markets. So we will relate two perspectives: a purely analytic one that describes networks within organizations, and a theoretical one concerning a prescribed form of inter- organizational association that can result in better outputs....
Reading
13 videos (Total 143 min), 1 quiz
Video13 videos
Lecture 18 - Network Analysis of Organizations - Part 2 13m
Lecture 19 - Peer Influence and Network Formation - Part 1 10m
Lecture 19 - Peer Influence and Network Formation - Part 2 11m
Lecture 20 - Network Forms of Organization - Part 1 17m
Lecture 20 - Network Forms of Organization - Part 2 16m
Module 8 - SSC 1 - Managing Network Forms of Organization (2013)9m
Module 8 - SSC 2 - Culture and Networks (2013)8m
Module 8 - SSC 3 - Multiple Theories to One Case (2013)8m
Module 8 - SSC 1 - Network Manager (2012)6m
Module 8 - SSC 2 - Technological Proximity and Work at Home (2012)10m
Module 8 - SSC 3 - Grapevine and Personal Relations in Work (2012)10m
Module 8 - SSC 4 - Examples and Suited to Small Non-Profit (2012)7m
Quiz1 practice exercises
Module 8 - Quiz32m

9

Section
Clock
3 hours to complete

Module 9 - Institutional Theory

In this module, we will continue our discussion of organizations as open-systems whose survival depends on their relation with the environment. In particular, we will discuss one of the prevailing organizational theories stemming from sociology, called “neoinstitutional theory.” In oversimplified terms, one can think of neoinstitutional theory as arguing that an organization’s survival de- pends on its fit with the cultural environment. That is, a firm’s success depends on whether it adopts structures that are deemed rational and legitimate in the external environment; that the firm mirrors environmental beliefs about what a legitimate organization of that type should look like. Neoinstitutional theory has always been one of the harder theories for students to fully grasp, so we have organized the chapter to be a little repetitive. We will discuss many of the core concepts twice and relate them in different ways so you get a better sense for what this theory conveys....
Reading
11 videos (Total 147 min), 1 quiz
Video11 videos
Lecture 21 - Institutions and Organizational Legitimacy - Part 2 8m
Lecture 22 - Theory and Application - Part 1 15m
Lecture 22 - Theory and Application - Part 218m
Lecture 23 - Management and Applications - Part 1 11m
Lecture 23 - Management and Applications - Part 2 9m
Module 9 - SSC 1 - MOOC's (2012)17m
Module 9 - SSC 2 - More Questions (2012)15m
Module 9 - SSC 3 - (2012)15m
Module 9 - SSC 1 - Will MOOCs be the Education of the Future? (2013)16m
Module 9 - SSC 2 - Bad Organizations (2013)8m
Quiz1 practice exercises
Module 9 - Quiz14m

10

Section
Clock
3 hours to complete

Module 10 - Population Ecology and Course Summary

In this module, we conclude our study of organizations as open systems whose survival and success depends on their reaction to the environment. We introduce a 10th and final theory called “Population Ecology”. There is a long history of work that applies biological and natural selection metaphors to organizations (Scott 2003:117; Davis and Powell 1992:342-354), let alone to the study of society....
Reading
12 videos (Total 153 min), 1 quiz
Video12 videos
Lecture 24 - Population Ecology - Part 2 10m
Lecture 24 - Population Ecology - Part 3 18m
Lecture 24 - Population Ecology - Part 4 9m
Lecture 24 - Population Ecology - Part 5 6m
Lecture 25 - Course Summary - Part 1 14m
Lecture 25 - Course Summary - Part 2 14m
Lecture 25 - Course Summary - Part 3 17m
Lecture 25 - Course Summary - Part 4 14m
Module 10 - SSC 1 (2012) - Organizational Ecology and Job Security9m
Module 10 - SSC 2 (2012) - Summary Doc and other Theories8m
Module 10 - SSC 3 (2012) - Analyst and Take-away: Future18m
Quiz1 practice exercises
Module 10 - Quiz16m

11

Section
Clock
4 hours to complete

Final Exam

Final exam for the course. ...
Reading
1 quiz
Quiz1 practice exercises
Final Exam42m
4.6
Direction Signs

50%

started a new career after completing these courses
Briefcase

83%

got a tangible career benefit from this course
Money

20%

got a pay increase or promotion

Top Reviews

By JVNov 11th 2017

I think I would have given an overview at the beginning, kind of a framework, to put all theories and aspects in place. Excellent. Including the videos discussing the questions of the students.

By AVDec 26th 2016

I am impressed and exceptionally satisfied passing the course. Very useful, presents range of theories and points of view, combined with real life cases and in-depth explanations. Thank you!

Instructor

About Stanford University

The Leland Stanford Junior University, commonly referred to as Stanford University or Stanford, is an American private research university located in Stanford, California on an 8,180-acre (3,310 ha) campus near Palo Alto, California, United States....

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