À propos de ce cours
4.6
403 ratings
134 reviews
In this introductory, self-paced course, you will learn multiple theories of organizational behavior and apply them to actual cases of organizational change. Organizations are groups whose members coordinate their behaviors in order to accomplish a shared goal. They can be found nearly everywhere in today’s society: universities, start-ups, classrooms, hospitals, non-profits, government bureaus, corporations, restaurants, grocery stores, and professional associations are some of many examples of organizations. Organizations are as varied and complex as they are ubiquitous: they differ in size and internal structure; they can entail a multiplicity of goals and tasks (some of which are planned and others unplanned!); they are made up of individuals whose goals and motivations may differ from those of the group; and they must interact with other organizations and deal with environmental constraints in order to be successful. This complexity frequently results in a myriad of problems for organizational participants and the organization’s survival. In this course, we will use organizational theories to systematically analyze how an organization operates and can best be managed. Organizational theories highlight certain features of an organization’s structure and environment, as well as its processes of negotiation, production, and change. Each provides a lens for interpreting novel organizational situations and developing a sense for how individual and group behaviors are organized. Theories are valuable for the analyst and manager because most organizational problems are unique to the circumstances and cannot be solved by simple rules of thumb. Armed with a toolset of organizational theories, you will be able to systematically identify important features of an organization and the events transforming it; choose a theoretical framework most applicable to the observed mode of organizing; and use that theory to determine which actions will best redirect the organization in desired directions. In sum, the course has three goals: to become familiar with a series of real-world organizational phenomena; to learn different theoretical perspectives that can elucidate these phenomena; and to apply these different ways of “seeing” and managing organizations to cases. In such a fashion, the course is designed to actively bridge theory and practice, exposing students to a variety of conceptual tools and ways to negotiate novel situations....
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Calendar

Dates limites flexibles

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Beginner Level

Niveau débutant

Clock

Recommandé : 5 hours/week

Approx. 25 heures pour terminer
Comment Dots

English

Sous-titres : English

Compétences que vous acquerrez

Organizational AnalysisOrganizational TheoryManagementOrganizational Culture
Globe

Cours en ligne à 100 %

Commencez dès maintenant et apprenez aux horaires qui vous conviennent.
Calendar

Dates limites flexibles

Réinitialisez les dates limites selon votre disponibilité.
Beginner Level

Niveau débutant

Clock

Recommandé : 5 hours/week

Approx. 25 heures pour terminer
Comment Dots

English

Sous-titres : English

Programme du cours : ce que vous apprendrez dans ce cours

1

Section
Clock
3 heures pour terminer

Module 1 - Introduction

...
Reading
11 vidéos (Total 114 min), 1 quiz
Video11 vidéos
Lecture 1 - Introduction to Organizations - Part 26 min
Lecture 2 - Analytic Features of Organizations - Part 113 min
Lecture 2 - Analytic Features of Organizations - Part 29 min
Lecture 3 - Case Applications - Part 116 min
Lecture 3 - Case Applications - Part 219 min
Module 1 - SSC1 - Introduction and Multiunit Organizations (2013)10 min
Module 1 - SSC2 - Social Movements and Temporary Organizing (2013)8 min
Module 1 - SSC3 - Leaders (2013)7 min
Module 1 - SSC4 - Resistance to Change (2013)7 min
Module 1 - SSC5 - Open Organization (2013)5 min
Quiz1 exercice pour s'entraîner
Quiz: Module 1 - Quiz36 min

2

Section
Clock
2 heures pour terminer

Module 2 - Decisions by Rational and Rule-based Procedures

In this module, we will present a general introduction and discussion to decision-making in organizations. We will relate various rational system views of organizations that tend to focus on administrative units, or leaders of organizations....
Reading
11 vidéos (Total 102 min), 1 quiz
Video11 vidéos
Lecture 4 - Rational Actor - Part 28 min
Lecture 5 - Example: Cuban Missile Crisis - Part 17 min
Lecture 5 - Example: Cuban Missile Crisis - Part 214 min
Lecture 5 - Example: Cuban Missile Crisis - Part 3 6 min
Lecture 6 - Chicago Public School Reforms - Part 1 13 min
Lecture 6 - Chicago Public School Reforms - Part 2 16 min
Module 2 - SSC1 - What Logic in Your Firm? (2013)5 min
Module 2 - SSC2 - Superstition (2013)5 min
Module 2 - SSC3 - What Decision Theory Is Right? (2013)8 min
Module 2 - SSC4 - Culture and Intuition (2013)4 min
Quiz1 exercice pour s'entraîner
Module 2 - Quiz32 min

3

Section
Clock
2 heures pour terminer

Module 3 - Decisions by Dominant Coalitions

This module will give a more elaborate depiction of that model, and focus on its core process of exchange and coalition formation. Within organizations, you will frequently confront coalitions of interests, and you will come to realize that collective action and organizational reforms are impossible if you do not build and manage a coalition to get things done. Therefore, we turn now to Coalition theory. To relate this theory, throughout this chapter we will draw heavily on the writings by James G March (1962, 1994: chapter 4) and Kevin Hula (1999) concerning coalition formation....
Reading
11 vidéos (Total 72 min), 1 quiz
Video11 vidéos
Lecture 7 - Review and Example - Part 2 8 min
Lecture 8 - Exchange and Coalitions - Part 1 10 min
Lecture 8 - Exchange and Coalitions - Part 2 8 min
Lecture 9 - Hula and Lobbying Coalitions - Part 1 8 min
Lecture 9 - Hula and Lobbying Coalitions - Part 2 6 min
Module 3 - SSC 1 - Coalition Leaders (2013)6 min
Module 3 - SSC 2 - Are Coalitions Temporary? (2013)4 min
Module 3 - SSC 3 - Why Is Ambiguity Good? (2013)6 min
Module 3 - SSC 4 - Prioritizing Your Threads! (2013)3 min
Module 3 - SSC 5 - Invisible Resistance - (2013)4 min
Quiz1 exercice pour s'entraîner
Module 3 - Quiz32 min

4

Section
Clock
2 heures pour terminer

Module 4 - Organized Anarchy

This module introduces you to the basic features of decision making in organized anarchies, or what some call a “garbage can theory’ of organizations. What do we mean that the decision process resembled an organized anarchy? Well, for example, some of them have a hard time coming up with their group’s platform and identity. Also, some of the group’s proposed solutions changed over the course of bargaining – some initially proposed universal vouchers only to promote targeted vouchers in the end. Almost all of the groups thought in terms of an identity and what that entailed. And they also thought about other’s identities and interests when trying to manipulate the situation in their favor....
Reading
8 vidéos (Total 96 min), 1 quiz
Video8 vidéos
Lecture 10 - Organized Anarchy - Part 2 9 min
Lecture 10 - Organized Anarchy - Part 3 13 min
Lecture 11 - Applications - Part 1 17 min
Lecture 11 - Applications - Part 2 19 min
Module 4 - SSC 1- Managing Organized Anarchy (2013)11 min
Module 4 - SSC 2 - Brainstorming (2013)9 min
Module 4 - SSC 3 - Deadline (2013)7 min
Quiz1 exercice pour s'entraîner
Module 4 - Quiz26 min
4.6
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Meilleurs avis

par JVNov 11th 2017

I think I would have given an overview at the beginning, kind of a framework, to put all theories and aspects in place. Excellent. Including the videos discussing the questions of the students.

par AVDec 26th 2016

I am impressed and exceptionally satisfied passing the course. Very useful, presents range of theories and points of view, combined with real life cases and in-depth explanations. Thank you!

Enseignant

Daniel A. McFarland

Professor
Education, Sociology, and Organizational Behavior

À propos de Stanford University

The Leland Stanford Junior University, commonly referred to as Stanford University or Stanford, is an American private research university located in Stanford, California on an 8,180-acre (3,310 ha) campus near Palo Alto, California, United States....

Foire Aux Questions

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