Readings in Management

Program Type:

Thesis

Course Code:

DBA 611

Course Type:

Elective

P:

3

Lab:

0

Credits:

3

ECTS:

10

Course Language:

English

Course Objectives:

“Readings in Management” course is a Doctoral-level graduate seminar that reviews the perspectives and current issues in the field of organization and management theory. The course is designed to (1) familiarize students with the major perspectives and issues involved in the paradigms of organization and management theory; (2) designed to help students develop the ability to critique both conceptual and methodological dimensions of these paradigms; and (3) develop the skills that students will need as academic researchers.

Course Content:

The course covers such topics as definitions, elements and importance of organizations; history of organization and management theory; organizations as rational, natural, and open systems; different perspectives/paradigms and expanded levels of analysis; organizational change; theories of organizational decision-making; theories of ecology and organizational population; technology and structure; goals, power, authority, and control; anarchies and adhocracies; transaction cost and origins of the firm; organization-environment interface, contingency theory, and networks theory; the rise and transformation of the corporate form and institutionalization; new forms of organizing and changing contours of organizations.

Teaching Methods:

1: Lecture, 2: Question-Answer, 3: Discussion, 9: Simulation, 12: Case Study

Assessment Methods:

A: Exam, B: Presentation, C: Homework

Vertical Tabs

Course Learning Outcomes

Learning Outcomes	Teaching Methods	Assessment Methods
Familiarize students with the main body of organizational literature, the historical development and the main features of major organization/management theories.	1, 2, 3	A, B, C
Familiarize students with the major perspectives and issues involved in the paradigms of organization and management theory.	1, 2, 3	A, B, C
Provide students with the opportunity to develop the ability and skills to critique both conceptual and methodological dimensions of these paradigms.	1, 2, 3	A, B, C
Provide students with the oppurtunity to perform more extensive and intensive research in the literature of organization and management theory, and share the results of their research efforts with colleagues in oral presentations.	1, 2, 3	A, B, C
Provide students with the oppurtunity to develop more precise research designs leading toward publishable research effort and/or their dissertations.	1, 2, 3	A, B, C

Course Flow

COURSE CONTENT
Week	Topics	Study Materials
1	Overview of the Course: Organizations and Organization Theory	Daft, Chapter 1
2	Fundamentals of Organization Structure The External Environment, Interorganizational Relationships	Daft, Chapters 3, 4 & 5
3	Strategy, Organization Design and Effectiveness Designing Organizations for International Environment Organizational Culture and Ethical Values	Daft, Chapters 2, 6 & 10
4	Manufacturing and Service Technologies Information Technology and Control Organization Size, Life Cycle and Decline	Daft, Chapters 7, 8 & 9
5	Innovation and Change Decision-Making Processes Conflict, Power and Politics	Daft, Chapters 11, 12 & 13
6	Classical Organization and Theory and Neoclassical Theory	Ott, Shafritz & Jang, Chapter 1 & 2
7	Human Resource Theory and Organizational Behavior Perspective Organizational Economics Theory	Ott, Shafritz & Jang, Chapter 3 & 5
8	Modern Structural Organization Theory Power and Politics in Organizations	Ott, Shafritz & Jang, Chapter 4 & 6
9	Organization Culture Theory Theories of Organizations and Society Theories of Organizations and Environments	Ott, Shafritz & Jang, Chapter 7, 8 & 9
10	The Subject is Organizations; The Verb is Organizing Organizations as Rational Systems	Scott & Davis, Chapters 1 & 2
11	Organizations as Natural Systems Organizations as Open Systems Combining Perspectives & Expanding Levels	Scott & Davis, Chapters 3, 4 & 5
12	Technology & Structure; Labor and Structure; Goals, Power & Control	Scott & Davis, Chapters 6, 7 & 8
13	The Dyadic Environment of the Organization; Organization of the Environment; Networks in and Around Organizations	Scott & Davis, Chapters 9, 10 & 11
14	Strategy, Structure, and Performance: The Sociology of Organizational Strategy; The Rise and Transformation of the Corporate Form; Changing Contours of Organizations and Organization Theory	Scott & Davis, Chapters 12, 13 & 14
15	Management Challenges for the 21st Century Extra Book Report Presentations	Peter Drucker
16	Final Exam

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.

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

Material Sharing

MATERIAL SHARING
Documents	Textbooks
Assignments	Term Projects
Exams	Final Exam, Term Projects and Presentations

Assessment

ASSESSMENT
IN-TERM STUDIES	NUMBER	PERCENTAGE
Seminar Participation, Presentations and Critiques		30
Extra Book Review and Presentation		10
Publishable Paper and Paper Presentation		25
Total		65
CONTRIBUTION OF FINAL EXAMINATION TO OVERALL GRADE		35
CONTRIBUTION OF IN-TERM STUDIES TO OVERALL GRADE		65
Total		100

Course’s Contribution to Program

COURSE'S CONTRIBUTION TO PROGRAM
No	Program Learning Outcomes	Contribution
No	Program Learning Outcomes	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 books, articles, reports and to present for discussion in scholarly meetings.					X
4	Ph.D. candidates become managers, leaders, or academicians who have consciousness of and are sensitive to ethical issues, sustainable environment, social responsibility and active citizenship.				X
5	Ph.D. candidates learn that the employees of the national and international organizations they manage come from different backgrounds and culture, workforce diversity and cultural conflicts are natural and they can be effectively managed.				X
6	Ph.D. candidates gain leadership qualifications to make rational decisions 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 are complementary and in scientific studies multidisciplinary approach is inevitable.					X
9	In their long-term and intensive doctoral studies, Ph.D. candidates prepare papers and make presentations in the language of instructions (English) and develop ability to criticize and accept criticism for improvement of their studies.					X
10	Ph.D. Candidates, in the process of rapid change, gain effective communication skills in different languages, and come to realize 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-terms	-	-	-
Homework	10	16	160
Final examination	1	10	10
Total Work Load			266
Total Work Load / 25 (h)			10,64
ECTS Credit of the Course			10

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