This course introduces the principal theoretical perspectives and empirical findings used to explain relationships among management theories, environments, organizational goals, designs, and performance.
This course covers the definitions, elements and importance of organizations; historical development of organization-management theories; organizations as rational, natural and open systems; different perspectives and levels of analysis; organizational ecology and population ecology theories; organizational change; decision-making theories; power and policy applications in organizations; the effects of technology on organizational structure; objectives, power, authority, control, and conflict; organizational anarchy and adhocracy; organization-environment relations, contingency theory; inter-organizational institutional relations and network theory; historical development and institutionalization of the conglomerate structure; new organizational structures; historical development of organization-management theories; and the effects of chaos theory and post-modernism on these theories.
Vertical Tabs
Course Learning Outcomes
| Learning Outcomes | Program Learning Outcomes | Teaching Methods | Assessment Methods |
| 1. The students will be able to learn the organizatio / management literature and explain the historical development of the organizations and management theories. | 1,3,9 | 1,2,3 | A, B, C, D |
| 2. The students will be able to learn the perspectives, problems and critiques of different paradigms in organization / management theories. | 1,3,9 | 1,2,3 | A, B, C, D |
| 3. The students will be able to develop the skills and abilites to evaluate / criticize various paradigms in terms of conceptual, theoretical and methodological aspects. | 1,3,9 | 1,2,3 | A, B, C, D |
| 4. Creating opportunities for students to conduct scientific research in the field of organization and management and to share these researches with others through presentations at scientific meetings. | 1, 2, 3 | A, B, C, D | |
| 5. To provide the students with the necessary environment and opportunities to develop more comprehensive and scientific research models and designs that will enable their PhD dissertations and research studies to be published. | 1, 2, 3 | A, B, C, D |
Course Flow
| COURSE CONTENT | ||
| Week | Topics | Study Materials |
| 1 | Organizations and organizational theories as the object of the study | Daft, Chapter 1, Scott & Davis, Chapters 1 |
| 2 |
Cornerstones of Organizational Structure
External Environment of Organizations, Relations between Organizations |
Daft, Chapters 3, 4 & 5 |
| 3 |
Strategy, Organizational Design and Organizational Effectiveness,
Designing Organizations for International Environment, Ethical Values |
Daft, Chapters 2, 6 & 10 |
| 4 |
Production and Service Technologies
Information Technologies and Control Size, Life Cycle and Fall of the Organization |
Daft, Chapters 7, 8 & 9 |
| 5 |
Innovation and Change in Organizations
Decision-Making Processes in Organizations |
Daft, Chapters 11, 12 |
| 6 | Classical Organization Theories: Organizations as Rational Systems, Scientific Management, Administrative Management, Bureaucracy | Ott, Shafritz & Jang, Chapter 1, Scott & Davis, Chapters 2 |
| 7 | Neo-classical Organization Theories: Organizations as Natural Systems, Human Relations Perspective and Motivation | Ott, Shafritz & Jang, Chapter 2, Scott & Davis, Chapters 3 |
| 8 |
Organizations as Open Systems
Combining the Perspective The Contingency Perspective |
Scott & Davis, Chapters 4 & 5 |
| 9 |
Human Resources Theory and Organizational Behaviour
Organizational Economics Theory, Transaction Costs Theory |
Ott, Shafritz & Jang, Chapter 3 & 5 |
| 10 |
Contemporary Structural Organization Theory
Goals, Power, Politics, and Control in Organizations |
Daft, Chapter 13, Ott, Shafritz & Jang, Chapters 4 & 6, Scott, Chapter 11 |
| 11 |
Organizational Culture Theory
Organization and Society Theories Organization-Environment Theories (Institutionalization Theory, Population Ecology, etc.) |
Ott, Shafritz & Jang, Chapter 7, 8 & 9 |
| 12 | Technology and Organizational Structure; Size and Organizational Structure, Environment and Organizational Structure, Labor and Organizational Structure | Scott & Davis, Chapter 6, 7, 8 |
| 13 | Developing Network Relations both within the Organization and with the Environment of the Organization; Network Theory | Scott & Davis, Chapters 9, 10 & 11 |
| 14 | Strategy, Structure, and Performance, Sociology of Organizational Strategy, Historical Development of Institutional Structures of Organizations, Changes and Developments in Organization and Management Theories. | Scott & Davis, Chapters 12, 13 & 14 |
| 15 |
Basic Problems of Management in the 21st Century
Presentations of Extra Book Reports |
Peter Drucker |
| 16 | Final | |
Recommended Sources
| RECOMMENDED SOURCES | |
| Textbook |
Scott, W. Richard & Gerald F. Davis. Organizations: Rational, Natural, and Open Systems, Last Edition, Englewood Cliffs, N.J.: Prentice Hall.
Scott, W. Richard. Organizations: Rational, Natural, and Open Systems, Fifth Edition, NJ: Prentice Hall.
Shafritz, Jay.M. and J. Steven Ott. Classics of Organization Theory, Last Edition, Paperback, Forth Worth, TX: Harcourt Pacific Grove, CA: Brooks/Cole. 0-155-06869-5.
Daft, Richard L., Jonathan Murphy and Hugh Willmott (2010), Organization Theory and Design, First Ed., Cengage Learning EMEA. |
| Additional Resources | Additional readings will be provided by the instructor. |
Material Sharing
| MATERIAL SHARING | |
| Documents | Textbooks |
| Assignments | Projects and Presentations |
| Exams | Term Project / Final |
Assessment
| ASSESSMENT | ||
| IN-TERM STUDIES | NUMBER | PERCENTAGE |
| Class Participation | 1 | 20 |
| Presentations | 40 | |
| Term Project / Final | 40 | |
| Total | 100 | |
| CONTRIBUTION OF FINAL EXAMINATION TO OVERALL GRADE | 40 | |
| CONTRIBUTION OF IN-TERM STUDIES TO OVERALL GRADE | 60 | |
| Total | 100 | |
Course’s Contribution to Program
| COURSE'S CONTRIBUTION TO PROGRAM | |||||||
| No | Program Learning Outcomes | Contribution | |||||
| 1 | 2 | 3 | 4 | 5 | |||
| 1 | Ph.D. candidates gain knowledge and skills to interpret and criticize many theories, models, and paradigms related to different perspectives that developed in the fields of business (organization and administration, organization behavior, marketing, finance, human resources, production technology, etc.) and social sciences and evaluation of scientific studies and research presented at scientific meetings | X | |||||
| 2 | Ph.D. candidates learn to track and interpret the changes, innovations and developments in business administration or in other fields of social sciences, and as practitioners determine the organizational and managerial problems, create innovative solutions in the light of this information. | X | |||||
| 3 | Ph.D. candidates gain knowledge, ability, and responsibility to carry out unique scientific and academic researches independently or in partnership with other researchers in the field of social sciences, and to publish the research results in forms of book, article, report and to present for discussing in scientific areas. | X | |||||
| 4 | Ph.D. candidates become managers based on ethical issues, leaders, or academicians who have consciousness of a sustainable environment, social responsibility and active citizenship in the scientific environment in the university, in the close relationship with outstanding faculty members, selected guest speakers and the teammates who they are educated together. | X | |||||
| 5 | Ph.D. candidates learn that the employees of the national and international organizations they manage come from different backgrounds and culture, cultural conflicts occur in mergers and cross-country mobility of the labor force, in a scientific environment and evolve as successful managers and leaders who can manage cultural differences. | X | |||||
| 6 | Ph.D. candidates gain leadership qualifications to make rational decision-making for long-term strategic planning and application of plans in the organizations they work. | X | |||||
| 7 | Ph.D. candidates learn that strategic management is teamwork and results can be achieved only by working as teams. | X | |||||
| 8 | Ph.D. candidates learn that information developed in different fields of social sciences complete each other and in scientific studies, having multidisciplinary approach and viewpoint is inevitable. | X | |||||
| 9 | In long-term doctoral studies, Ph.D. candidates prepare papers and presentations in English and they criticized for improvement of their studies, they gain effective communication skills in both their native language and in English. | X | |||||
| 10 | Ph.D. Candidates experiences how rapid is production and development of information in social sciences and in business administration and learn that life-long learning is inevitable. | X | |||||
ECTS
| ECTS ALLOCATED BASED ON STUDENT WORKLOAD BY THE COURSE DESCRIPTION | |||
| Activities | Quantity |
Duration (Hour) |
Total Workload (Hour) |
| Course Duration (Including the exam week: 16x Total course hours) | 16 | 3 | 48 |
| Hours for off-the-classroom study (Pre-study, practice) | 16 | 3 | 48 |
| Mid-term | - | - | - |
| Homework | 10 | 12,6 | 126 |
| Final examination | 1 | 10 | 10 |
| Total Work Load | 250 | ||
| Total Work Load / 25 (h) | 10 | ||
| ECTS Credit of the Course | 10 | ||