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Course Criteria
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3.00 Credits
Licht. Is the modern large corporation alienating, inflexible, unproductive Is the small organization or work team engaging, innovative or creative, productive Has it always been this way in the U.S. Is change possible In this unique, informal, "turbo" seminar, we will examine the large corporation in terms of history, governance and control, and delivery of (office) work. We will consider whether "bigness" and bureaucracy are inevitable, and how organizations of the present, and probably the future, are affected by those of the past. This seminar has been structured to cover a good deal of ground in a short time. The seminar will meet on six Saturdays. The subject matter of the seminar is the large-scale organization. Questions to be raised include: 1) Is the modern large corporation alienating, inflexible, unproductive 2) Are bigness and bureaucracy inevitable 3) Is the small organizaiton or work team engaging, innovative, creative, productive 4) What does the historical record for the United States reveal 5) Are organizational alternatives and change possible
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3.00 Credits
Teune. The purpose of this seminar is to provide analytical frameworks for understanding change in the world seen as a total system. The challenging question of our time is whether this and the next decades will be dominated by a backlash against globalization, including new forms of global war and local closure to trade and exchange, or if the world, despite setbacks, will continueto develop a new political, social and economic world order radically different from the traditional one of relations among nations. In either case, turbulence and volatility from the forces and counter-forces of globalization can be expected. The contradictions of our era of globalization (beginning around 1975) are that while globalization appears to lead to uniformities everywhere (McDonaldization),nevertheless old and new differences and identities intensify.Also, globalization makes it nearly impossible to explain a particular change, for example, decline in voting in elections in the U.S., in American political terms, when the same phenomenon happens in all established democracies. Regions separate, Europe and NAFTA, among them, while at the same time globalization proceeds to include all markets everywhere. Topics that will be covered, after discussions of the main issues of globalization and its consequences, include: economic integration, the future of the nation-state, a New Europe, a world of regions, global democracy, doing business globally, nationalism and religious fundamentalism, the global environment, global security, and human rights in a global society.
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3.00 Credits
Handy. The primary goal of this course is an examination of the various aspects of human behavior in the context of organizational and institutional life from an economic perspective. We begin with an examination of how micro economists view the world, discussing concepts such as: efficiency; opportunity cost/marginalism; externalities; incentives; free-riding; rent-seeking; and transaction costs. We then focus on a rational choice analysis of family, the oldest and most fundamental institution in society. We examine marriage and divorce and the consequences from an economic standpoint for individuals and society. We then examine religious organizations and religion in terms of choices individuals make given costs and benefits of their actions while "producers" of religion compete for adherents. Before concluding the course with an economic analysis of democratic government, we will look at several topics such as: human capital and investment in education; law and enforcement; bribes and gifts, economics of information; property rights and externalities; and free-riding.
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3.00 Credits
Choukroun. The course provides an overview of the concepts, procedures and fundamental processes of project management for working professionals. Participants are introduced to the principles, tools and techniques of project management within an integrative framework. The course emphasizes that, for most organizations, projects are the primary means for implementing strategic initiatives. Course Objectives: 1) Understand and critically evaluate expectations, procedures and processes of project management as currently practiced in large for-profit enterprises. 2) Understand the content and processes and standards of practice as defined by the Project Management Institute (PMI). 3) Understand how to build and manage effective project teams. 4) Become familiar with the critical components of effective project plans.
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3.00 Credits
Heaslip. The objective of Program Leadership Skills is to provide students with an understanding of current principles and best practices in the maturing field of Program Management. Students will investigate the relationships between Program Management, Project Management and Portfolio Management as separate butco-dependent disciplines, and examine the importance of each to the successful achievement of organizational goals. Focusing on Program Management, the course will examine the unique challenges that are faced when managing organizational activities that principally pursue strategic goals, and that must be responsive to outcomes of activities being pursued and changes in strategic direction. The course will provide a forum for discussing the various types of Programs that organiations pursue, and for understanding how Program Managment best practices can be applied to each type of Program. The course will explore the need to adapt Program Management principals in a context-specific way to ensure that Programs deliver their expected organizational value. Moreover, it will examine how-despite qualitative differences between Programs-common approaches can be used to assess Program Management maturity and performance, and to define the skills required of a successful Program Leader. At the conclusion of the course, students will be expected to understand current best practices in Program Management, and to determine how to initiate or improve upon Program Management practices in their own organizations. DYNM 624 will begin with an examiniation of the nature of Programs, and their unique role in delivering outcomes that support strategic goals. Drawing on student experience and knowledge, class memebrs will each identify a program to examine and discuss as case studies during the class. The diversity of experience of the students will thus provide a rich environment for the study of programs of very different types. The course will then review the published standards and common practices of Program Management, comparing them with the examples presented by the case studies. Students will examine whether differences between case studies and the standards represent gaps in Program Management practices or acceptable context-specific differences in Program Management needs.
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3.00 Credits
Eldred. The purpose of this seminar is to understand appropriate leadership behaviors for professional services. Students will gain first hand exposure to prominent leaders of diverse service organizations, and will research how those leaders both develop and deploy their leadership agenda.
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3.00 Credits
Barstow. The purpose of this seminar is to critique the thought and practice of several "big names" in organizational behavior, while establishing the continuing relevance of their work to today's organizations. Federick Taylor (Scientific Management), The Hawthorne Studies (Human Relations), Kurt Lewin (group Dynamics), Eric Trist (Socio-Technical Systems) and others will be read in their primary sources, giving participants the opportunity to form their own opinion of these classic field studies. Participants will read primary sources in the field as well as more recent critical scholarship. They will then present short papers to the class in the model of an academic conference, followed by discussion. Participants will debate their own views in this conference atmosphere as if both the founders and their critics were present. In addition to the readings and discussion, participants will view a taped oral-history interview with Eric Trist and a film of Kurt Lewin's famous experiment on leadership styles. Each participant will present two brief papers to the class and will submit a longer final paper.
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3.00 Credits
Kaminstein/Zane. This seminar is designed to help participants learn multiple approaches to diagnosing the complex ways in which issues and/or problems manifest themselves in organizations. Frequently, when organizations find themselves in trouble, i.e., there are rumblings in the system about such things as lack of leadership, poor communication, diminished productivity, low morale, etc., there is a tendency to frame the problem(s) simplistically and/or locate blame in a few difficult individuals or groups. However, upon closer examination, problematic issues are often found to be symptomatic and/or symbolic of multiple issues within the organization. This course will help students understand how problems which appear at one level of the system (for example, at the personal or interpersonal level) often represent problems at other levels of the system (e.g., at the group and/or institutional level) or signify a range of interrelated issues. It will provide students with the theoretical constructs and application skills necessary for identifying and framing problem areas, collecting data, and organizing feedback to client systems. Real-time examples will inform our discussions as we consider the relationships between diagnosis, organizational reflection and appropriate action. Subjects for exploration include differences between high tech and other industry, intellectual property, know-how and expertise.
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3.00 Credits
Starr. This course describes and examines progessional Organization Development (OD) competencies identified by the Academy of Management and professional OD societies. OD practitioners, theorists, and corporate officers visit class to describe - for example -establishing and managing organizational coaching programs; applying different models in large-scale organization change initiatives; managing change in virtual and global teams; and using change methodologies such as Appreciative Inquiry (a blend of positive psychology and systems thinking) to create idealized development and growth. MSOD or MPhil students interested in organization consulting and coaching should consider this course as a first step. Most research, readings and methods of analysis and evaluation are based on assumptions, theories, models and research conducted by psychologists and social scientists from the human relations tradition.
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3.00 Credits
Kirchmer. Today's business environment is constantly changing. Enterprises need to be agile in order to be successful and survive on the long term. An effective business process management helps to overcome that challenge and achieve the necessary agility and innovation. In the 90's, organizations started to move from functional to process oriented organizational structures. A goal of this measure has been to increase customer and market orientation as well as flexibility of enterprises. In the 00's, more and more organizations extended their focus from intra-enterprise to inter-enterprise business processes. It has become curcial for organizations to achieve business processes excellence in order to keep and improve their competitive advantages. The management of business process has become a key element of enterprise management. This trend has even increased since new process execution approaches, like Serivce Oriented Architectures (SOA), event-driven software or "Web 2.0" have been avialable. In this course framework, aproaches, methods and software for achieving and maintaining business process excellence will be discussed using real live examples and case studies.
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