This module describes, contrasts and explains traditional and new forms of organization within an international context. It aims to foster a critical awareness of organizational design issues to enable informed decision making about organizational design choices at work. More particularly, the course will highlight contemporary thinking which places greater emphasis on a more adaptive, emergent process of organizing to suit ever changing circumstances –
Hence the title: designing organizations. Theoretical approaches will be supplemented by empirical evidence for current modes of organizing and their links with organizational performance. The course will then explore the theory and practice of organizational change and development, concentrating on issues such as downsizing and restructuring. Additionally, the role of strategy and processes, such as HR, IT and communications in organizational re-design will be explored, drawing on evidence from global professional services firms. The course concludes with reflections on key issues and principles involved in designing the post-industrial organisation.
By the end of the course students should be able to:
• Describe and assess the most common design choices for contemporary management
• Understand some of the varied determinants of organisational design.
• Critically evaluate some of the practices of design implementation.
• Understand and assess the links between organisational design and performance.
Choose from ONE of the following 2 titles:
“The bureaucratic form of organisation is dead in the modern world.” Discuss with reference to theory and examples.
What are the critical design issues and possible solutions facing organisations operating across geographic borders? Give examples.
Penalties for late submission
10 marks out of 100 will be deducted from any coursework submitted between one and seven days after the deadline. Thereafter a mark of zero will be awarded.
Course Outline
Week 6
Lecture 1: Introduction to the course: theoretical perspectives and empirical evidence
References
Child, J. (2005) Organization: Contemporary Principles and Practice. Blackwell: Oxford. Chapters 1 and 2.
Pettigrew, A. M. and Fenton, E. M. (Eds) (2000) The Innovating Organization. Sage: London. Chapter 1.
Pettigrew, A. M. and Massini, S. (2003) Innovative Forms of Organizing: Trends in Europe, Japan and the USA in the 1990s. In Pettigrew, A. M. et al, (eds) Innovative Forms of Organizing. London: Sage: 1-32.
Week 7
Lecture 2: The Structural Perspective: hierarchy and traditional design choices
References
Child, J. (2005) Organization: Contemporary Principles and Practice. Blackwell: Oxford. Chapters 3 (pp59-68, 76), 4 and 5.
Pettigrew, A. M. and Fenton, E. M. (Eds) (2000) The Innovating Organization. Sage: London. Chapter 1.
Galbraith, Jay R. (1971) Matrix Organization Designs. Business Horizons, Feb, 14, 1: 29-40.
Adler, Paul, S (1999) Building better bureaucracies. Academy of Management Executive, 13, 4: 36-47.
Weber, M. (1947) The Theory of Social and Economic Organization. Glencoe, IL: The Free Press.
Week 8
Lecture 3: The Relational Perspective: groups and teams
References
Child, J. (2005) Organization: Contemporary Principles and Practice. Blackwell: Oxford. Chapters 3 (p75) and 4.
Oh, Hongseok; Chung, Myung-Ho; Labianca, Giuseppe (2004) Group Social capital and Group Effectiveness: The Role of Informal Socializing Ties. Academy of Management Journal, 47, 6: 860-875.
Thompson, L. (2003) Improving the Creativity of Organizational Work Groups, Academy of Management Executive, 17, 1: 96-109 and including below:
Brajkovich, Leo, F. (2003) Executive Commentary (on above article). Academy of Management Executive, 17, 1: 110-111.
Müllern, T. (2000) Integrating the Team-based Structure in the Business Process: The Case of Saab Training Systems, in Pettigrew, A. M. and Fenton, E. M. (Eds) The Innovating Organization. Sage: London: 236-255.
Tjosvold, D; Law, K, S; and Sun, H. (2006) Effectiveness of Chinese Teams: The Role of Conflict Types and Conflict Management Approaches. Management and Organization Review, 2, 2: 231-252.
Forrester, R and Drexler, A.B. (1999) A model for team-based organization performance. Academy of Management Executive, 13, 3: 36-49.
Jassawalla, A. R. and Sashittal, H.C. (1999) Building collaborative cross-functional new product teams. Academy of Management Executive, 13, 3: 50-63.
Nicholls, C. E; Lane, H. W. and Brechu, M.B. (1999) Taking self-managed teams to Mexico. Academy of Management Executive, 13, 3: 15-27.
Kirkman, B. L. and Rosen, B. (1999) Beyond Self-management: Antecedents and Consequences of Team Empowerment. Academy of Management Journal, 42, 1: 58-74.
Continental Airlines’ CEO Gordon Bethune on teams and new product development, interview by Sheila M. Puffer, Academy of Management Executive, (1999) 13, 3: 28-35.
O’ Carroll, R. (2004) Designing Organisations to Survive in the Global Economy: An Insider’s Account. The Irish Journal of Management, 25, 2: 76-91.
Background Reading on Groups
Brewer, M.B. & Miller, N. (1996) Intergroup Relations. Buckingham: Open University Press.
Fiedler, F.E. (1967) A Theory of Leadership Effectiveness. New York: McGraw Hill.
Guirdham, M. (1995) Interpersonal Skills at Work, 2nd edn. London: Prentice Hall.
Janis I.L. (1972) Victims of Groupthink. Boston: Houghton Mifflin.
Kets de Vries, M. F. R. and Miller D. (1984) The Neurotic Organization. San Francisco: Jossey-Bass.
Ross, L. and Stillinger, C. (1991) ‘Barriers to conflict resolution’ in L. Ross and R. E. Nisbett (eds), The Person and the Situation. London: McGraw-Hill.
West, M.A. (1996) ‘Reflexivity and work group effectiveness: a conceptual integration’, in M.A. West (Ed) Handbook of Work and Group Psychology. Chichester: Wiley.
West, M.A. and Farr, J. L. (1990) Innovation and Creativity at Work. Chichester: Wiley.
Week 9
Lecture 4: The Relational Perspective: Intra-Organisational Networks and Virtual Organising
References
Child, J. (2005) Organization: Contemporary Principles and Practice. Blackwell: Oxford. Chapters 9 and 14.
Fenton, E. M. and Pettigrew, A. M. (2000) Integrating a Global Professional
Services Organization: The Case of Ove Arup Partnership, in A. M. Pettigrew and Fenton, E. M. (eds) The Innovating Organization, London: Sage: 47-81.
Fenton, E. M. and Pettigrew, A. M. (2000) The Role of Social Mechanisms in an Emerging Network: The Case of the Pharmaceutical Network in Coopers & Lybrand Europe, in Pettigrew, A. M. and Fenton, E. M. (Eds) The Innovating Organization. Sage: London: 82-116.
Nahapiet, J. and Ghoshal, S. (1998) Social capital, intellectual capital and the organizational advantage. Academy of Management Review, 23: 222-66.
Van Wijk, R. and van den Bosch, F. A. J. (2000) The Emergence and development of Internal Networks and their Impact on Knowledge Flows: The Case of Rabobank Group, in Pettigrew, A. M. and Fenton, E. M. (Eds) The Innovating Organization. Sage: London: 144-77.
Abrams, Lisa, C; Cross, Rob; Lesser, Eric; Levin, Daniel, S. (2003) Nurturing interpersonal trust in knowledge-sharing networks, Academy of Management Executive, 17, 4: 64-76.
Furst, S. A; Reeves, M; Rosen, B. and Blackburn, R. S. (2004) Managing the Life Cycle of Virtual Teams. Academy of Management Executive, 18, 2: 6-20.
Kirkman, B. L; Rosen, B; Gibson, C. B; Tesluk, P. E; McPherson, S. O. (2002) Five Challenges to Virtual Team Success: lessons from Sabre, Inc. Academy of Management Executive, 16,2: 67-79.
Saunders, C; Van Slyke, C; Vogel, D. R. (2004) My Time or Yours? Managing Time Visions in Global Virtual Teams. Academy of Management Executive, 18, 1: 19-31.
Week 10
Lecture 5: Designing Across Borders
References
Child, J. (2005) Organization: Contemporary Principles and Practice. Blackwell: Oxford. Chapter 11.
Bartlett, C. A. and Ghoshal, S. (1998) Managing Across Borders:The Transnational Solution, 2nd edn, London: Random House.
Bartlett, C. A. and Ghoshal, S. (1987) Managing across Borders: New Strategic Requirements. Sloan Management Review, Summer: 7-17.
Bartlett, C. A. and Ghoshal, S. (1987) Managing across Borders: New Organizational Responses. Sloan Management Review, Fall: 43-53.
Bartlett, C. A. and Ghoshal, S. (1988) Organizing for Worldwide Effectiveness: The Transnational Solution. California Management Review, Fall: 54- 74.
Ghoshal, S. and Bartlett, C. A. (1990) The Multinational Corporation as an Interorganizational Network. Academy of Management Review, 15, 4: 603-25.
Malnight, Thomas W. (2001) Emerging Structural Patterns within Multinational Corporations: Toward Process-Based Structures, Academy of Management Journal, 44, 6: 1187-1210.
Malnight, T. W. (1995) Globalization of an Ethnocentric Firm: An Evolutionary Perspective, Strategic Management Journal, 16: 119-141.
Roth, K. and Nigh, D. (1992) The effectiveness of Headquarters-Subsidiary Relationships: The Role of Coordination, Control and Conflict. Journal of Business Research, 25: 277-301.
Zellmer-Bruhn, M. and Gibson, C. (2006) Multinational Organization Context: Implications for Team Learning and Performance. Academy of Management Journal, 49, 3: 501-518.
Ruigrok, W; Achtenhagen, L; Wagner, M and Rüegg-Sturm, J. (2000) ABB: Beyond the Global Matrix towards the Network Multidivisional Organization, in Pettigrew, A. M. and Fenton, E. M. (Eds) The Innovating Organization. Sage: London: 117-143.
Week 11
Lecture 6: The Information Perspective: The Role of Information & ITC in Organisation and Design
References
Galbraith, Jay, R. (1974) Organization Design: An Information Processing View. Interfaces, 4, 3: 28-36.
Daft, R.L. and Lengel, R. H. (1986) Organizational Information Requirements, Media Richness and Structural Design. Management Science, 32 (5): 554-571.
Triplett, J. E. (1999) The Solow Productivity Paradox: What do Computers do to Productivity? Canadian Journal of Economics, 32, 2: 309.
Lucas, H. C. and Baroudi, J. (1994) The Role of Information Technology in Organization Design. Journal of Management Information Systems, 10, 4: 9-23.
Treacy, M. and Wiersema, F. (1993) Customer Intimacy and other value disciplines. Harvard Business Review, Jan-Feb: 84-93.
Leifer, R. and Mills, P. K. (1996) An information Processing approach for Deciding Upon Control Strategies and Reducing Control Loss in Emerging Organizations. Journal of Management, 22, 1: 113-137.
Mukherji, A; Kedia, B. L; Parente, R. and Kock, N (2004) Strategies, Structures and Information Architectures: Toward International Gestalts. Problems and Perspectives in Management, 3: 181-195.
Whittington, R; Pettigrew, A. M; Peck, S. I; Fenton, E. M; Conyon, M. (1999) Change and complementarities in the new competitive landscape: a European Panel Study 1992-1996, Organization Science, 10, 5: 583-600.
Week 12
Lecture 7: The Information Perspective: Organisational Configurations References
Ives, B. and Jarvenpaar, S. L. (1991) Applications of Global Information Technology: Key Issues for Management. MIS Quarterly, 15 (March): 33-49.
Tushman, M. L. and Nadler, D. A. (1978) Information Processing as an Integrating Concept in Organizational Design. Academy of Management Review, 3 (3): 613-624.
Hagel, J. and Singer, M. (1999) Unbundling the Corporation. Harvard Business Review, Mar –Apr: 133-141.
Miller, D. (1996) Configurations Revisited. Strategic Management Journal, 17: 505-12.
Mintzberg, H. (1983) Structures in Fives: Designing Effective Organizations. Englewood Cliffs, NJ: Prentice-Hall.
Week 13
Lecture 8: Re-Designing Organisations: Change and OD Approaches
References
Child, J. (2005) Organization: Contemporary Principles and Practice. Blackwell: Oxford. Chapter 12.
By R. T (2005) Organisational Change Management: A Critical Review, Journal of Change Management, 5, 4: 369-80.
Harris, Ira, C; Ruefli, Timothy, W (2000) The Strategy/Structure Debate: An Examination of the Performance Implications. Journal of Management Studies, 37, 4: 587-603.
Goodman, Paul, S and Rousseau, Denise, M. (2004) Organizational Change that produces results: The Linkage Approach, Academy of Management Executive, 18, 3: 7-19.
Monge, Peter, R. (1995) (Re) Designing Dynamic Organizations in Huber, George, P. and Glick, William, H. (Eds) Organizational Change and Redesign: Ideas and Insights for Improving Performance: 323-45.
Weick, Karl, E. (1995) Organizational Redesign as Improvisation, in Huber, George, P. and Glick, William, H. (Eds) Organizational Change and Redesign: Ideas and Insights for Improving Performance: 346-79.
Mukherji, A. and Mukherji, J. (1998) Structuring organizations for the future: analyzing and managing change. Management Decision, 36, 4: 265-273.
Lengnick-Hall, M. L. and Lengnick-Hall, C. A. (2003) HR’s Role in Building Relationship Networks, Academy of Management Executive, 17, 4: 53- 63.
Background Reading on Change
Pettigrew, A. M. (1985) The Awakening Giant. Oxford: Blackwell.
Kanter, R. M. (1985) The Change Masters, Unwin: London.
Carnall, C. A (1995) Managing Change in Organizations, 2nd edition, Hemel Hempstead: Prentice Hall.
Dunphy, D. and Stace, D. (1993) The strategic management of corporate change, Human Relations, 46, 8: 905-20.
Galbraith, J. R. (1982) Designing the Innovating Organization, Organizational Dynamics, 10, 3 (Winter): 5-25.
Isabella, L. A. (1985) Evolving interpretations as a change unfolds: how managers construe key organisational events, Academy of Management Journal, 33, 1: 7-41.
Lewin, K. (1951) Field Theory in Social Science, New York: Harper Row.
Wilson, D.C. (1992) A Strategy of Change, London: Routledge.
Week 14
Lecture 9: Re-Designing and Downsizing organisations
References
Child, J. (2005) Organization: Contemporary Principles and Practice. Blackwell: Oxford. Chapters 3 (pp68-75) and 8.
Cameron, Kim, S; Freeman, Sarah, J. and Mishra, Aneil, K (1995) Downsizing and Redesigning Organizations in Huber, George, P. and Glick, William, H. (Eds) Organizational Change and Redesign: Ideas and Insights for Improving Performance: 19-63.
Douglas, C. (1999) Organization redesign: the current state and projected trends. Management Decision, 37, 8: 621-627.
Cascio, W. F. (2005) Strategies for Responsible Restructuring, Academy of Management Executive, 19, 4: 39-50.
Dow Chemical’s CEO William Stavropoulos on Structure and decision making, interviewed by Richard M. Hodgetts Academy of Management Executive (1999),13, 4: 29-35.
Week 15
Lecture 10: Designing the Post-industrial Organisation. Also Essay Feedback and Discussion about Team-work for Seminars References
Child, J. (2005) Organization: Contemporary Principles and Practice. Blackwell: Oxford. Chapter 16.
Pettigrew, A. M. and Fenton, E. M. (2000) Complexities and Dualities in Innovative Forms of Organizing, in Pettigrew, A. M. and Fenton, E. M. (eds) (2000) The Innovating Organization. Sage: London: 279-300.
Lewin, Arie, Y. and Stephens, Carroll, U. (1995) Designing Postindustrial Organizations: Combining Theory and Practice in Huber, George, P and Glick, William, H (Eds) Organizational Change and Redesign: Ideas and Insights for Improving Performance: 393-409.
Dijksterhuis, M. S.; Van den Bosch, F. A. and Volberda, H. W. (1999) Where do New Organizational Forms come from? Management Logics as a Source of Coevolution. Organization Science, 10, 5: 569-82.
Little, S. (1999) Global Production and Global Consumption: Designing Organisations and Networks for the Next Century. Creativity and Innovation Management, 8, 1: 8-19.
DeSanctis, G; Glass, J. T; Ensing, I. M. (2002) Organizational Designs for R&D, Academy of Management Executive, 16, 3: 55-66.
Galbraith, J. R. (1982) Designing the Innovating Organization. Organizational Dynamics, Winter: 5-25.
West, M. A; Hirst, G; Richter, A. and Shipton, H. (2004) Twelve steps to heaven: Successfully managing change through developing innovative teams. European Journal of Work and Organizational Psychology, 13, 2: 269-299.
Achtenhagen, L. and Melin, L. (2003) Managing the Homogeneity-Heterogeneity Duality, In Pettigrew, A. M. et al, (Eds) Innovative Forms of Organizing. London: Sage: 301-327.
Recommended Key Text
Child, J (2005) Organization: Contemporary Principles and Practice. Blackwell: Oxford.
General Reading
Pettigrew, A. M. and Fenton, E. M. (eds) (2000) The Innovating Organization. Sage: London.
Mintzberg, H. (1979) The Structuring of Organizations. Englewood Cliffs, NJ: Prentice Hall.
Mintzberg, H. (1983) Structures in Fives: Designing Effective Organizations. Englewood Cliffs, NJ: Prentice-Hall.
Please also note the references at the back of each chapter in Child (2005) as useful further reading.
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