|15.280 class 1||Sept. 2||Dashman Case; Communication Strategy and Structure|
|15.311 classes 1-2||Sept. 4 & 5||Introduction to Organizational Processes|
(Double session, 3 hour class)
|Case: Cole-Livermore Ltd. INSEAD.|
Readings: Carroll, John. Introduction to Organizational Analysis: The Three Lenses. MIT Sloan School of Management, August 2001.
1. What are the problems facing Baker at the end of the case?
2. How did they evolve?
3. What actions would you take at the end of the case? Why?
You will be asked at the end of Session 1 to utilize one of the three perspectives presented in the readings (and in class) to analyze the Cole-Livermore Case. To this end, you will be given additional information about the organization. Each team will be asked to note the important variables for a given perspective and note the managerial levers available to influence the functioning of the organization.
|15.280 class 2||Sept. 9||Oral Presentations: Structure, Delivery|
|15.311 class 3||Sept. 11||Kickoff of OP Team Project||Readings: Conducting Team Projects. Module 2a from Ancona, Deborah, et al. Managing for the Future: Organizational Behavior and Processes. 2nd ed., 1999.|
|15.311/Career Development Office (optional)||Sept. 12||Optional Session: Hiring: Theory and Practice|
|15.280 class 3||Sept. 16||Oral Presentations: Visual Aids; Q&A|
|15.311 class 4||Sept. 18||Decision-making and Sense-making||Readings: Hammond, Keeney, and Raiffa. The Hidden Traps in Decisionmaking. Harvard Business Review, Sept-Oct 1998.|
|15.311 class 5||Sept. 23||Understanding Ethical Violations, OR, Why Do Smart People Do Dumb Things?||Case: Vandivier, Kermit. Why Should My Conscience Bother Me? In In the Name of Profit. Edited by R. Heilbroner. Garden City, NY: Doubleday & Co., Inc., 1972, pp. 3-31.|
Cialdini, Robert B. Commitment and Consistency: Hobgoblins of Minds. Chapter 3 in Influence: Science and Practice. Allyn & Bacon, Inc., 2000, pp. 52-97.
Wartzman, Rick. Details of Suit Against General Dynamics Given. The Wall Street Journal, March 18, 1991, pp. A4.
Radio news report: Horsley, Scott, and Bob Edwards. Profile: Investors Question Corporate Earnings Amid Several Accounting Scandals. From Morning Edition, National Public Radio, July 16, 2002.
|15.311 class 6||Sept. 25||Strategic Design Perspective I: Organizational Structure and Processes||Case: Nohria, Nitin, and Julie Gladstone. Appex Corp. Boston, MA: Harvard Business School Publishing, 1992. Case No. 9-491-082.|
Readings: The Organization As Strategic Design. From Ancona, Deborah, et al. Managing for the Future: Organizational Behavior and Processes. 2nd ed. South-Western College Pub, 1999, pp. 12-26 in Module 2.
1. What were the challenges that Ghosh faced when he joined Appex?
2. Evaluate the structural changes he implemented. What problems did each new structure address? What problems, in turn, did it create?
3. What would you have done in Ghosh's place? How would you address the challenges that Appex is facing at the end of the case?
|15.311 & 15.280||Sept. 26||Team Day||Readings: Team Handbook. From Ancona, Deborah, et al. Managing for the Future: Organizational Behavior and Processes. 2nd ed. South-Western College Pub, 1999.|
|15.280 class 4||Sept. 30||Writing: Persuasion and Document Design|
|15.311 class 7||Oct. 2||Strategic Design Perspective II: Incentives and Alignment||Case: Björkman I., and C. Galunic. Lincoln Electric in China. INSEAD, 1999. European Case Clearing House Case No. 499-021-1.|
Pfeffer, Jeffrey. Six Dangerous Myths About Pay. Boston, MA: Harvard Business Review, May 1998.
Kohn, Alfie. Why Incentive Plans Cannot Work. Boston, MA: Harvard Business Review, September 1993.
1. How do you explain Lincoln Electric's success? In particular, think about their operating environment, their strategy, and the nature of their work. Consider how the reward structure complements each of these.
2. Should the "Lincoln Way" be implemented in China? Why or why not?
|15.280 class 5||Oct. 3||15.280/Career Development Office Joint Class: Cover Letter/Resume (Required)|
|15.280 class 6||Oct. 7||15.280/Career Development Office Joint Class: Marketing Yourself Effectively (Required)|
|15.311 class 8||Oct. 9||Political Perspective I: Understanding Power and Authority||Case: Milgram's obedience to authority experiments. Milgram, Stanley. Obedience to Authority. University Park, PA: Pennsylvania State University, 1969. (video)|
Readings: The Political Lens. From Ancona, Deborah, et al. Managing for the Future: Organizational Behavior and Processes. 2nd ed. South-Western College Pub, 1999, pp. 40-49 in Module 2.
|15.280 class 7||Oct. 14||Intercultural Communication|
|15.311 class 9||Oct. 16||Political Perspective II||Case: Eisenstat, Russell A. Managing Xerox’s Multinational Development Center. Boston, MA: Harvard Business School Publishing, 1993. Case No. 9-490-029.|
Cross, Rob, Nitin Nohria and Andrew Parker. Six Myths About Informal Networks. MIT Sloan Management Review, Spring 2002, pp. 67-75.
Pfeffer, J. Decisions and Implementation. Chapter 1 in Managing with Power: Politics and Influence in Organizations. Harvard Business School Press, 1992, pp. 3-32.
Burt, Ronald S. Mastering Management: How Holes Help Support Structure. Financial Times, May 10, 1996.
Consider the following questions when reading the case:
1. How does Clendenin overcome opposition to his plans for the MDC?
2. Note Clendenin's relations with his superiors, subordinates, and peers at Xerox. How does Clendenin build and manage his relations with each of these groups? What do you like and what do you not like about the way Clendenin manages his relations with these groups?
3. Do you think Xerox's formal structure helped or hindered Clendenin's ability to build up the MDC?
|15.280 class 8||Oct. 28||Writing: Writing Process and Editing; Presenting Data; Interactive Presentation|
|15.311 class 10||Oct. 30||Cultural Perspective I: Culture as Control||Case: Van Maanen, J. The Smile Factory: Work at Disneyland. Chapter 4 in Reframing Organizational Culture, by Frost, et al. 2nd ed. 1997.|
The Cultural Lens. From Ancona, Deborah, et al. Managing for the Future: Organizational Behavior and Processes. 2nd ed. South-Western College Pub, 1999, pp. 64-75 in Module 2.
Collins, James C., and Jerry I. Porras. Cult-like Cultures. Chapter 6 in Built to Last: Successful Habits of Visionary Companies. HarperBusiness, 1998, pp. 115-139.
1. What is Disney's culture?
2. What role does this culture play in Disney's success (and in their failures)?
3. Reflect on the culture of your last organization. Was it "cult-like" in the way described by Collins and Porras? Is this a good or bad attribute? Looking back, what was the impact on your behavior of being a part of that culture?
|15.311 class 11||Oct. 31||Career Choices||Case: Loveman, G. The Case of the Part Time Partner. Boston, MA: Harvard Business Review, 1990.|
Hochschild, Arlie Russell. When Work Becomes Home and Home Becomes Work. California Management Review, Summer 1997, pp. 79-97.
Nocera, J. Oh, Quit Whining and Get Back to Work! Fortune, 1997.
Jordan, M. and K. Sullivan. Life Without Father -- Japanese Version. International Herald Tribune, 1999.
As you read the case…
Analyze the arguments about the partnership decisions to be made in the case of the Part Time Partner and come to class prepared to defend your votes.
1. Would you vote to make Julie partner? Why or why not?
2. Would you vote to make Tim partner? Why or why not?
|15.280 class 9||Nov. 4||Active and Reflective Listening; Group Presentations|
|15.311 class 12||Nov. 6||Cultural Perspective II: Culture and Change||Case: Hamermesh, Richard G., and Nasswan Dossabhoy. Cleveland Twist Drill (A). Boston, MA: Harvard Business School Publishing, 1988. Case No. 9-384-083.|
Beer, Michael, Russell A. Eisenstat, and Bert A. Spector. Why Change Programs Don't Produce Change. Boston, MA: Harvard Business Review, 1990.
Tushman, Michael L., William H. Newman, and Elaine Romanelli. Convergence and Upheaval: Managing the Unsteady Pace of Organizational Evolution. California Management Review, Fall 1986, pp. 29-44.
1. What were the problems facing the company?
2. What was its history, culture, and structure?
3. What do you like and not like about Bartlett's approach to the situation?
4. What was the reaction of others in the organization to his actions?
|15.311 class 13||Nov. 13||Integrating the Perspectives I: Organizational Change||Case: The Strategy that Wouldn't Travel. From Ancona, Deborah, et al. Managing for the Future: Organizational Behavior and Processes. 2nd ed. South-Western College Pub, 1999, pp. 23-27 of Module 1.|
Readings: Pp. 11-30 of Module 8 from Ancona, Deborah, et al. Managing for the Future: Organizational Behavior and Processes. 2nd ed. South-Western College Pub, 1999, pp. 23-27 of Module 1.
Come to class prepared to discuss the following questions:
1. What did Karen and her team do that made the changes at the Wichita plant happen?
2. What were the enabling factors in the plant and its context?
3. Why was change so difficult at the Lubbock plant?
4. What action steps could Karen take in Lubbock now that would improve the prospects for change?
5. What action steps could Karen take to improve her overall change initiative in the company?
|15.280 class 10||Nov. 18||Communication: Media Choice|
|15.311 class 14||Nov. 20||Integrating the Perspectives II: Leading Change||Case: Dynacorp. From Ancona, Deborah, et al. Managing for the Future: Organizational Behavior and Processes. 2nd ed. South-Western College Pub, 1999, pp. 97-102 in Module 2.|
Readings: Review Material on the Strategic Design, Political, and Cultural Lenses.
|15.311 class 15||Nov. 21||Introduction to Negotiation and Bargaining|
|15.280 class 11||Dec. 2||15.280 Presentations of Team Project|
|15.311 class 16||Dec. 4||Wrap Up: Management As a Profession||Case: Why Should My Conscience Bother Me. Redux.|
Readings: Etzioni, Amitai. The Education of Business Leaders. The Responsive Community, Fall 2002.
|15.280 class 12||Dec. 9||15.280 Course Wrap-Up|