ICS , Graduate School of International Corporate Strategy
[Term 1] Organizational Behavior (C. Ahmadjian) (2008/Term 1&2 (Fall&Winter))
This course is designed to help you become a better manager by introducing you to the basic concepts of organization and management. This course has three goals. First, it is designed to introduce you to major concepts in management theory in order to develop your awareness and understanding of human behavior in organizations. The course will cover behavioral issues at the individual, group, and organizational levels with an emphasis on using behavioral science based research to inform understanding. Second, the course is designed to help you apply management concepts to specific organizational problems, with a view to improving your managerial problem-solving capabilities. Third, the course is designed to help you develop knowledge about yourself as a manager.
This course is intended to complement your work experience, not to supplant it. Book learning is not a substitute for hands-on experience. By the same token, hands-on experience is not a substitute for graduate education and what it has to offer: exposure to rigorous scholarship, teamwork, and class discussions with smart colleagues from different professional and industry backgrounds, and a chance to develop your thinking beyond what is usually possible given the day-to-day pressures on the job.
Course Structure
This course is based on the fundamental observation that organizations are complex systems made up of people, incentive systems, architecture, culture, and power. For an organization to be effective, these systems must work in congruence.
In the first half of the course, we will focus on people and teams. This half of the course will cover the basics of the psychology of management. These include motivation, influence tactics, power, and decision-making. We will also examine how the psychology of management differs across culture, and the psychology of teams. The first half of the course will end with a midterm exam, designed to test your understanding of the concepts covered.
In the second half of the course, we will cover organizational design. The general guiding framework is the “Congruence Model,” developed by David Nadler and Michael Tushman. We will examine different components of the organization, including organizational culture and structure, to better understand how effective organizations are systems of properly aligned and well-functioning parts. Of course, it is not enough just to know how to design effective organizations—it is also necessary to think of the change process to move the organization to the improved state. We will spend three sessions looking at how organizations can make these changes, focusing in particular on situations that you, as managers, are likely to encounter.
Teaching Method
This course is primarily case-oriented. Students are expected to prepare the case thoroughly and participate actively in class discussion. You should also come prepared to summarize the main points of the assigned readings, and discuss how they relate to the cases.
Cases have no “right” or “wrong” answers. This does not mean that anything goes. An effective case analysis requires a systematic analysis of the facts, careful consideration of various solutions and plans of action and their strengths and weaknesses, and finally, a compelling presentation of your conclusions. Different students may come up with very different “answers” to a case. Good answers, however, will all show similar analytic rigor. I will provide you with study questions for each case, to help you structure your analysis.
Cases will be supplemented by occasional lectures, videos, and in-class exercises.
There will be several written requirements. There will be midterm and final exams. There will also be a group paper, which will require you to analyze a case and make your own recommendations. The groups will be assigned in class.