Managing the Organization: From Organizational Design to Execution

About this course: In this course you will build a practical framework to understand the critical linkages between organization design and the creation of economic value through execution. We will focus on four critical linkages: 1. How organizational growth and life cycle require design changes to improve execution 2. How managerial decision making can be improved through better organization design 3. How the design of human resource practices shape the culture of the organization 4. How innovation and change can be facilitated through organization design These linkages are critical in assessing how managers make sure that the organizations they design can execute the strategies they have envisioned under changing environmental conditions. Learners will be able to answer the following: • What are the managerial implications of organizational growth and life cycle? • How do you improve managerial decision making through organizational design? • How do human resource management policies shape organizational culture? • How do organizations plan for top management succession and change? • How do you know that your organization design is not effective? • How do you manage organizational change and innovation? 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.

Earn credit toward a master's degree This course is part of the fully-online accredited Master of Business Administration (iMBA) from University of Illinois at Urbana-Champaign. Learn More Created by:  University of Illinois at Urbana-Champaign

• Taught by:  Huseyin Leblebici, Professor of Business Administration

  University of Illinois, Urbana-Champaign College of Business Department of Business Administration

Basic Info Course 4 of 7 in the Strategic Leadership and Management Specialization Commitment 4 weeks of study, 4-6 hours/week Language English How To Pass Pass all graded assignments to complete the course. User Ratings 4.4 stars Average User Rating 4.4See what learners said Coursework

Each course is like an interactive textbook, featuring pre-recorded videos, quizzes and projects.

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University of Illinois at Urbana-Champaign The University of Illinois at Urbana-Champaign is a world leader in research, teaching and public engagement, distinguished by the breadth of its programs, broad academic excellence, and internationally renowned faculty and alumni. Illinois serves the world by creating knowledge, preparing students for lives of impact, and finding solutions to critical societal needs.

Syllabus


WEEK 1


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.


1 video, 6 readings, 1 practice quiz expand

1. Video: Welcome to Managing the Organization: From Organizational Design to Execution!
2. Reading: Syllabus
3. Reading: About the Discussion Forums
4. Reading: Glossary
5. Reading: Descriptions of Firms Discussed in This Course
6. Practice Quiz: Orientation Quiz
7. Reading: Updating Your Profile
8. Discussion Prompt: Getting to Know Your Classmates
9. Reading: Social Media

Module 1: Organizational Life Cycle – Innovation, Change, and Redesign



What happens to organizations as they grow, and how should managers respond to needs for change to cope with the consequences of growth? Organization design cannot be static and requires constant evaluation in terms of its ability to execute managerial strategies.


11 videos, 3 readings expand

1. Reading: Module 1 Overview
2. Reading: Module 1 Readings
3. Video: Review of Course 1
4. Video: 1-1.1: The Case of Facit
5. Video: 1-1.2: Why Organizations Grow and What Happens
6. Video: 1-1.3: Life Cycle Process
7. Video: 1-1.4: Symptoms of Ineffective Design
8. Video: 1-1.5: Alternative Corrective Actions
9. Video: 1-2.1: Introduction to Change
10. Video: 1-2.2: Rational Elements
11. Video: 1-2.3: Emotional Elements
12. Video: 1-2.4: Situational Elements
13. Video: 1-2.5: The Logic of Organizational Change
14. Reading: Instructions for Case Study Analysis – Corning
15. Discussion Prompt: Module 1 Discussion

Graded: Module 1 Quiz Over Lectures and Readings
Graded: Corning Case Study Quiz

WEEK 2


Module 2: Managerial Decision Making and Organization Design
How can managers design organizations in order to make effective decisions? The answer to this question requires a clear understanding of cognitive limitations of managers and how managerial practices can be developed to overcome them.


7 videos, 3 readings expand

1. Reading: Module 2 Overview
2. Reading: Module 2 Readings
3. Video: 2-1.1: Decision Making in an Organization
4. Video: 2-1.2: Prescriptive Models
5. Video: 2-1.3: Descriptive Models
6. Video: 2-2.1: Fundamental Attribution Error and Related Fallacies
7. Video: 2-2.2: Biases Related to Availability & Representativeness Heuristics
8. Video: 2-2.3: Critical Traps in Decision Making
9. Video: 2-2.4: Organizational Consequences and Managerial Action
10. Reading: Instructions for Case Study Analysis – Dell
11. Discussion Prompt: Module 2 Discussion

Graded: Module 2 Quiz Over Lectures and Readings
Graded: Dell Case Study Quiz
Graded: Module 2 Peer Assessment (for Module 1 & 2 Required Readings)

WEEK 3


Module 3: Managing Human Resources – Building Culture and Identity in Organizations



Why is organizational culture important, and which critical processes are responsible for it? We will approach this question by looking at the human resource practices of organizations that shape the nature of human interactions and perpetuate organizational culture.


9 videos, 3 readings expand

1. Reading: Module 3 Overview
2. Reading: Module 3 Readings
3. Video: 3-1.1: What Is Culture?
4. Video: 3-1.2: Organizational Culture
5. Video: 3-1.3: What Is the Relationship between Culture and Values?
6. Video: 3-1.4: Major Drivers of Culture
7. Video: 3-1.5: Values, Culture, and Value Creation
8. Video: 3-2.1: Finding the Right People and Retaining Them Human Resources
9. Video: 3-2.2: High Commitment Workforce Perspective
10. Video: 3-2.3: High Flexibility Workforce Practice
11. Video: 3-2.4: Which Philosophy Is Better?
12. Reading: Instructions for Case Study Analysis – Yahoo
13. Discussion Prompt: Module 3 Discussion

Graded: Module 3 Quiz Over Lectures and Readings
Graded: Yahoo Case Study Quiz

WEEK 4


Module 4: Top Management Teams, Managerial Succession, and Organizational Consequences



How do organizations select, develop, and promote individuals to build effective top management teams? We will explore topics such as managerial succession, managerial careers, and the talent management tools that are used to build the execution capabilities of organizations.


8 videos, 3 readings expand

1. Reading: Module 4 Overview
2. Reading: Module 4 Readings
3. Video: 4-1.1: The Top Management Team
4. Video: 4-1.2: Leadership Succession at Yahoo
5. Video: 4-1.3: Key Elements of Leadership Development
6. Video: 4-2.1: New CEOs & Organizational Tensions
7. Video: 4-2.2: Changing Roles of Senior Managers
8. Video: What Did We Cover in Course 1?
9. Video: What Did We Cover in Course 2?
10. Video: Final Comments
11. Reading: Instructions for Case Study Analysis – Ralph Lauren
12. Discussion Prompt: Module 4 Discussion

Graded: Module 4 Quiz Over Lectures and Readings
Graded: Ralph Lauren Case Study Quiz
Graded: Module 4 Peer Assessment (for Module 3 & 4 Required Readings)