|
|
|
|
|
|
|
|
|
|
|
INTRODUCTION & OUTLINE Organisations represent a complex form of social collectivities: they
are rational and objective in their manner of functioning, and they are also
systems which get influenced by the personalities of their members; they
provide us an opportunity to grow and realise our potentials, and they also
bring out our most irrational fears and desires into the open; they are forms
of exploitation of societies, and they are also contributors to socio-economic
development; they are based on the principles predictability and stability,
while at the same time, they have to contend with the changing and
unpredictable circumstances. For many practicing or potential manager, the ability to make sense of
the organisational reality is an essential prerequisite for effective
decision-making and intervention. Without a comprehensive and dispassionate
understanding, the executive is likely to end up making "excellent"
decisions with disastrous results. Moreover, much of one's insight into
individual and group processes (the coverage of OB-I and OB-II) can be
effectively utilised, only if one also understands the context within which
these processes take place. Correspondingly, this course aims to help you to: 1. develop an understanding of the nature,
functioning and design of organisations as social collectivities; 2. examine the reciprocal relationship
between the organisational characteristics (e.g., structure, strategies,
systems, etc.) and managerial behaviour; and, 3. develop theoretical and practical
insights and problem-solving capabilities for effectively managing the
organisational processes. COURSE METHODOLOGY: The teaching/learning methodology for the course is based on discussions
on readings and cases. For effective participation, therefore, it is necessary
to come prepared for the session. Active participation in class discussion,
punctual submission of assignment and thorough preparation of readings, cases,
etc., is a must for the course. COURSE DESIGN: The course comprises of 20 sessions. The
topics to be covered in each session, and corresponding reading is as follows.
The standard textbook for the course is Understanding Organisations (M
Shukla, Prentice Hall of India, 1996). There are about 20 copies of the book on
the library shelf. However, you are advised to procure a copy for yourself. If required, additional readings may also be given. The cases for the
sessions will be distributed separately. Session 1 INTRODUCTION
TO THE COURSE Session 2 WHAT
IS AN ORGANISATION ? Chapter 1: (Interpreting Organisational
Reality) Session 3 BUILDING
BLOCKS OF ORGANISATIONAL DESIGN Chapter 2: (Organisational Design) Chapter 3: (Components of Organisational
Design) Session 4 ORGANISATION
& ENVIRONMENT Chapter 4: (Organisation - Environment
Interface) Case: 1. Bharat Petroleum Corporation Ltd. Session 5 ORGANISATIONAL
STRATEGY Chapter 5: (Organisational Strategy and
Structure) Case: 2. The Music Mughal Session 6 ORGANISATION
& TECHNOLOGY Chapter 6: (Technological Determinants of
Organisational Structure) Reading: 3. Seven Principles of BPR Case: 4. Trimming the Waste Sessions 7-8 TYPES
OF ORGNISATIONAL STRUCTURES Chapter 7: (Types of Organisational
Structures) Case: 5. Central Petroleum Corporation 6. Rounding the Pyramid Session 9 POWER
& CONFLICTS IN ORGNISATIONS Chapter 8: (Organisational Conflicts, Power
and Politics) Case: 7. Hindustan Insurance Corporation Session 10 ORGANISATIONAL DECISION-MAKING
& STRATEGY-FORMULATION Chapter 9: (Organisational Decision Making
& Strategy Formulation) Case: (To be Distributed Later) Session 11 ORGNISATIONAL CULTURE Chapter 10: (Organisational Culture) Cases: (Microsoft) 8.
Why Work at Microsoft 9.
Microsoft's big Advantage Session 12 ORGANISATIONAL FAILURE & PATHOLOGY Chapter 11: (Why Organisations Fail ?) Cases: 10. Shiva's Dance for Survival 11. When Safe Is Dangerous Session 13 ORGANISATIONAL CHANGE & DEVELOPMENT Chapter 12: (Managing Organisational Change) Cases: 12. Gopal Cotton Mills 13. ICICI: Shedding the Fat Session 14 ORGANISATIONAL
LEARNING & TRANSFORMATION Chapter 13: (Organisations: A Future
Perspective) Cases: 14. Samsung 15. Bennet Coleman & Co Session 15-19
COMPANY STUDIES (CASE PROJECT PRESENTATIONS) Session 20 DO
"ORGANISATIONS" HAVE A FUTURE ? Chapter 13: (Organisations: A Future
Perspective) Reading : 16. Natural Business Case: 17. Oticon: From Hierarchy to Speggiti Session 20 REVIEW
& FEEDBACK EVALUATION The following will be the break-up of evaluation: 1. Quizzes 35 marks There will be 5 quizzes during the course,
which will be designed to test your understanding of the concepts and ability
to apply them. All quizzes will be announced in advance. There will be no make-ups. 2. Company
studies (Case Presentations & Writeups) 35 marks The class will be
divided in groups, and assigned one Indian company - see Term Project details
on the next page - to study and prepare a case & presentations (along with
the analysis). 3. End Term 30 marks The end-term will be testing your ability to
apply the conceptual models and framework to real-life situations. The end-term
will be open-book. GRADING: A+ = 75.0 -
100 A = 70.0 -
74.5 B+ = 65.0 -
69.5 B = 60.0 -
64.5 C+ = 55.0 - 59.5 C = 50.0 -
54.5 D+ = 45.0 -
49.5 D = 40.0 -
44.5 F = 39.5 & below ***** Max
Marks: 35 PURPOSE: This project is designed to help you relate the theoretical frameworks
of OT to a real life organisation. It will also help you to learn to use the
concepts covered in the course to analyse and understand the organisations. THE TASK: For this project you will be assigned one of the following companies, on
which you have to write a detailed case, and also make a presentation to the
class during the sessions 15-19 (we will decided the sequence later). The
companies are:
The case should cover the
following aspects of the company * operating environment,
and how it changed * strategies over a period of time * technological
sub-system * organisational
structure, and its evolution * decision-making
process in the organisation * cultural sub-system (people, processes,
leadership, artifacts) * change efforts, etc. Use the concepts to highlight the linkages among the above. Your case-study can be from the time of inception of the company to
present, or can specifically focus on a particular time-period in the company's
history. However, you must first identify this period. TO BE DONE In Groups which will be made in the class SOURCES OF INFORMATION * Internet * CD-ROMS in the library * Books on the company * Article in Business Magazines and
Publications (e.g., BW, BT, BI, ET Corporate Dossier, The Strategist, etc.) ·
Responses from
the company executives through e.mail ***** |