SOL3 Organisational Theory
The ongoing technological development, increased global competition, and complexity of organizational life forces managers to think differently on how to organize their business to achieve their strategy. However, changes tend to be rather unsystematic. The inability to consider organizational design, or failing to adapt to and implement changes, may lead to internal misalignment, causing lack of co-ordination and role confusion, resulting in slow decision-making, but also a poor fit with a consistently changing external environment. Therefore, understanding organizational theory is necessary for any future manager.
Throughout the course, via a series of lectures, group-based assignments, case excercises and self-study, the students are presented to topics that that help them to understand how organizations are designed, how they function,and how they affected and are affected by the environment in which they operate.
Topics up for discussion are:
- Module 1: Organizational Design
- Intro to Organizations and Organizational Theory
- Formal Organization
- Informal Organization
- Module 2: Organizational Environment
- Global and Technological Environments
- Ecology and Competition
- Module 3: Strategy and Change
- Emergence, Growth and Decline of Organizations
- Internal Determinants of Change
- External Determinants of Change
- Digitalization of the Workplace
- Module 1: Organizational Design
The purpose of this course is to offer a setting where the student can get acquainted with knowledge, insights, and skills required to analyze and understand the functioning of organizations. This will be accomplished through the introduction of major topics, perspectives and theories within the field of "organization theory", a large and multidisciplinary body of scholarly work with its origin in sociology, economics and business management.
Because organizations are a ubiquitous phenomenon in the real world, organization theory is of importance for people and managers in all organizations varying from small to large organization, in private, public and non-profit sectors. As such, the aim of the course is not only for the student to understand the theoretical development within the field of organization theory, but also the practical applications in real public and nonprofit management contexts. Students are encouraged to apply the theories and concepts covered in this course to their own experiences.
Knowledge - upon successful completion the student
- can demonstrate to have knowledge and understanding of central themes, theories, processes, tools and methodologies within the field of organization theory.
- can demonstrate to be familiar with research in the field of organization theory.
- will have an academic basis that prepares for future studies on organization theory.
- will have a critical and reflective understanding on the predictive power of the theories introduced in the course.
- can demonstrate to have reflective approach to real-life organizational problems and challenges.
Skills - upon successful completion the student can
- apply research findings within the field of organization theory on practical and theoretical issues.
- reflect on their own academic practice and adjust this practice under academic supervision.
- locate, select, organize, and document information on a business case and formulate a relevant problem formulation.
- apply the relevant tools, techniques and forms of expression
General competences - upon successful completion the student
- can plan and execute a variety of tasks and projects that extend over time, alone and in groups, and in line with ethical requirements and guidelines
- can communicate key subject matter as theories, issues and solutions both in writing, orally and through other relevant forms of expression.
- can exchange views and experiences with others with backgrounds in the field or organization theory and thereby contribute to the development of good practice.
- can take responsibility for their own learning
Digital mini-lectures, webinars and online Q&A sessions. During the course, through pre-recorded mini lectures, webinars and online Q&A sessions, the lecturers go in depth with the topic of the week using examples, illustrate cases, and interact with the student audience using different online tools.
Online excercises. During the semester, the students will work in groups on an assignment that synthesizes the theme of the respective week.The group works actively on the assignment during the sessions, and have the opportunity to ask questions to the lecturers and student assistants.
Group-based Assignment : during the course the students, in groups of 4 students (depending on the student number some groups might be smaller), will work and hand in a group-based assignment. (100% of the final grade). As a group-based assignment, the group analyses an event or phenomenon in a case-based organizational analysis. The students have to hand in a draft version (80-90-100 draft) to the student assistant, who will provide feedback on this draft.
Requirements for course approval
For course approval, the students have to take part in and pass two multiple choice test during the semester.
New course approval from autumn 2020. Students who already have course approval from earlier years do not need new course approval.
A group-based assignment, groups of 4 students, that counts 100% towards the final grade.
The group based assignment is handed out in Week 40 (after the second multiple choice test for course approval). Students write the assignment in English
New form of assessment from autumn 2020. Retake happens by the new form of assessment.
Grading scale: A-F
Jones, G. (2013) "Organizational Theory, Design and Change" Pearson Publishing
Extra reading material will be uploaded on Canvas
- ECTS Credits
- Teaching language
Autumn, offered Autumn 2020
Written school exam is offered both semesters (according to Regulations for Full-time Study Programmes at the Norwegian School of Economics (NHH), section 3-1).
Professor Bram Timmermans, Department of Strategy and Management.
Assistant Professor Peter Kalum Schou, Department of Strategy and Management