Welcome to Designing the Organization: From Strategy to Organizational Structure!

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Do curso por University of Illinois at Urbana-Champaign

Designing the Organization: From Strategy to Organizational Structure

383 ratings

University of Illinois at Urbana-Champaign

Designing the Organization: From Strategy to Organizational Structure

383 ratings

Curso 3 de 7 em Specialization Strategic Leadership and Management

In this course you will understand how firms are organized, what factors must be taken into account in making critical design decisions, and what role managers play in making these choices. In order to answer these questions, we will first develop a conceptual process model that links business models, external and internal contingencies, and organizational design. Second, we will focus on the fundamental principles of organization design and what alternative design choices are available for managers. Finally, we will apply these concepts and ideas to organizational situations to develop the critical insights and decision making skills to build effective organizations. Learners: • Will understand how managers create value through their organizations • Will have a good understanding of the fundamental principles and factors important to organizational design • Will be able to design the coordination, control, and performance measurement systems to manage an organization. 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.

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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.

Welcome to Designing the Organization: From Strategy to Organizational Structure!8:37

Conheça os instrutores

Huseyin Leblebici
Professor of Business Administration
University of Illinois, Urbana-Champaign College of Business Department of Business Administration

[SOUND] Welcome to our course,

Designing the organization

from strategy to organizational structure.

My name is Huseyin Leblebici I am a part of a member in the College of

Business University of Illinois.

I work here for a long period of time close to 30 years.

I teach courses in various subject matters of management

including organization design, management of professional service terms.

And I do research on understanding how professional service firms can succeed

in this competitive world.

But that's enough for me.

The course you are going to embark is the first course of

a two course sequence on designing and managing organizations.

In this first one, we're going to focus on how organizations are structured or

designed so that it can establish and

successfully execute their strategies.

So the first course has the following objectives and

I'm going to list them as questions.

We're going to address several questions and the first one we need to understand

how managers create value through their organizations.

Managers have only one tool, and that is the organization.

So, we need to understand how managers create value through this tool.

Then we're going to try to answer the next question.

What are some of the basic factors that should be taken into account

when we're designing an organization?

The third question is what are some of the fundamental principles

in designing the overall structure of an organization?

And finally we are going to talk about how we can design the coordination and control

and perform and performance measurement systems to manage the organization.

These are the four basic questions you're going to address.

Now in this course, we have four modules.

So this is the course structure.

The first module deals with Corporate Governance and

the Role of Managers in Value Creation.

This is setting up the basic framework and understanding the theme of the course.

The second module, we'll look at the Environment of Organizations.

What are some of the external and internal contingencies that

we need to take into account when we design the organization.

And finally, we're going to talk about in module three organizational design.

And one part of organizational design module three and

second part of organizational design will, of course, be covered in module four.

Module three will look at organizational design, in terms of

allocating authority, tasks, and resources successfully.

And the second part of organizational design is going to deal

with the integration questions, such as coordination and control.

In this course, we have several things we will do together.

These are the elements of the course.

Of course, you will start with, in each module, a video lecture.

And then I provide you a set of readings that you should pay attention to.

And then we'll do a case study at the end of each module.

In each module we will have a sort of set up assessment tools to see where there's,

I was able to explain and

you were able to learn some of the basic ideas of our organizational design.

So, we will have a graded quiz on the readings and the lectures.

And then, we'll have a graded quiz involving the case study.

And then, I will ask you to write a reflection essay

on one of the readings you have done.

And this will be peer-reviewed and peer-assessed at the end of each module.

So these are the basic elements.

For given that this is a two course sequence,

I would like to give you a preview of what this

whole ideal organizational design and it's management involves.

We will start with one basic question and the basic question is, as managers,

we need to create value, we need to create value for a variety of participants.

And in order to understand how that value creation occurs,

we will start with two elements.

One is the internal environment of the organization and

the external environment of the organization.

Because those factors will determine the opportunities, threats, uncertainties and

resource availability from the external part and are strengths and

weaknesses and distinctive competencies with respect to our internal environment.

These are put together by top management team and

our CEOs and that will create a strategy.

So, you have a missions, goals, objectives that are determined and

when you think about this total specialization you are involved in,

if you are going into total specialization,

we will have a strategy course as part of this specialization.

Then we will take these things and

put them into an organization design perspective.

This is our course one.

In course two, we will continue with the process and

we're going to look at how organizational design relates to execution.

And what else some of the critical elements of execution.

So of course, this flowchart will tell you that there's a feedback process, and all

these things actually take place within a business model, and we'll talk about them.

So, what are some of the parts of course one and

then the sequence, course two.

The first course, as I mentioned to you, involves designing

the organization, from strategy to organizational structure.

And this is what we are going to cover.

Understanding the, contingencies affecting our organization and design.

Linking strategy to organizational design and understanding the relationship with

differentiation and integration of task, authority, and resources.

The follow-up course, course two,

actually looks at the second part of the flow chart.

We're going to talk about managing the organization from organizational design

to execution.

We will focus on understanding life cycle of organizations and change,

structuring the decision-making processes.

Shaping organizational culture through human resource practices.

And executing successful management succession for

the growth and success of our organization.

Again, welcome to course one.

Designing your organization from strategy to organizational structure.

And I hope we will all collectively have fun and some learning.

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