Welcome to Managing the Organization: From Organizational Design to Execution!

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En provenance du cours de University of Illinois at Urbana-Champaign

Managing the Organization: From Organizational Design to Execution

343 notes

University of Illinois at Urbana-Champaign

Managing the Organization: From Organizational Design to Execution

343 notes

Cours 4 sur 7 dans Specialization Strategic Leadership and Management

In this course you will build a practical framework to understand the critical linkages between organization design and the creation of economic value through execution. We will focus on four critical linkages: 1. How organizational growth and life cycle require design changes to improve execution 2. How managerial decision making can be improved through better organization design 3. How the design of human resource practices shape the culture of the organization 4. How innovation and change can be facilitated through organization design These linkages are critical in assessing how managers make sure that the organizations they design can execute the strategies they have envisioned under changing environmental conditions. Learners will be able to answer the following: • What are the managerial implications of organizational growth and life cycle? • How do you improve managerial decision making through organizational design? • How do human resource management policies shape organizational culture? • How do organizations plan for top management succession and change? • How do you know that your organization design is not effective? • How do you manage organizational change and innovation? This course is part of the iMBA offered by the University of Illinois, a flexible, fully-accredited online MBA at an incredibly competitive price. For more information, please see the Resource page in this course and onlinemba.illinois.edu.

À partir de la leçon

Course Orientation

You will become familiar with the course, your classmates, and our learning environment. The orientation will also help you obtain the technical skills required for the course.

Welcome to Managing the Organization: From Organizational Design to Execution!8:45

Rencontrer les enseignants

Huseyin Leblebici
Professor of Business Administration
University of Illinois, Urbana-Champaign College of Business Department of Business Administration

[SOUND]

Welcome to our course Managing

the Organization, from organizational design to execution.

My name's Huseyin Leblebici.

I'm a faculty member at the College of Business, the University of Illinois.

I've been working here for close to 30 years.

I teach courses on management topics

involving managing professional service firms,

managing nonprofit organizations and managing large corporate structures.

I received my undergraduate degree from Middle East Technical University,

and I received my MBA and my PhD from the University of Illinois.

This course is the second part

of a two course sequence on designing and managing the organization.

So, given that two course sequence, I would like to remind you

that the first course dealt with the following topics.

In course one, we focused on designing the organization.

We try to understand how strategy, then is converted to an organizational structure.

So, we discuss, understanding the contingencies affecting the organizations,

and organization design.

We talked about linking strategy to organizational design, and what choices we

have, and then we talked about two parts of organizational design, differentiation,

integration, That involve allocation of tasks, authority, and resources.

In this course, we will be following that logic.

So instead of talking about the design, we will assume that there is a design.

But we will focus on how to manage your organization,

given that design to reach execution and value creation.

So, we will focus on four major topics during this course.

We will focus on understanding the life cycle of organization and change.

We will discuss structuring the decision making processes.

We will talk about shaping organizational culture through human resources practices,

and then finally we will discuss executing success role, managing your succession,

so that organizations will have managers that will make the growth possible.

So, our focus has always been

on the process of value creation in both of these courses.

So, we start with the idea of value creation.

How do organizations create value.

How managers facilitate that value creation, and

we focus in course one the first half of this flow chart,

which started with the external environment of the firm,

the internal environment of the firm, which provide us with opportunities.

The resources that are coming from the external environment and

then the internal environment, which focuses on the strengths,

the weaknesses of our organization, what our distinctive competencies,

what's the leadership style we have and how well we performed in the past.

Top management teams put all of that information together,

to create a strategy for the future, and

that strategy involved, of course, not only strategy, but

also the missions of the organization, some of it's basic operational goals,

and then this will be converted into an organization design.

So in our first course, we focus on this part of value creation process.

In our course now, course two, we're going to try

to understand how you actually do the managing,

so that you can actually execute the organization's

strategy, with the tool of organization.

And that will, of course, lead to value creation.

Depending on our success and our feedback, we then think about this,

whether we need to change our organizational design,

whether we need to change our organizational structure,

and that's why we start our first topic, as organizational change and life cycle.

And as you know from our previous conversations,

if you've taken course one, we will also focus on the business model.

So, what are overall course objectives?

Again, we need to think about set of questions we need to answer.

So the first question is, how do you make sure that your organizational design

can execute the strategies you envisioned and developed?

How do organizations grow?

Is there a life-cycle to organizations that we need to take into account?

How do we improve managerial decision making through organizational design?

We will not focus on how individuals make decisions, but

how can you structure organizations, so they can make better decisions.

And then we will talk about human resource management policies and

how they shape organizational culture and provide strengths or

weaknesses for our organization in value creation.

And finally we will talk about how we plan for top management succession.

What are some of the top management succession plans, so

that organizations will continue to succeed and grow.

First we will talk about, the organizational life cycle.

Then in module two, we will talk about managerial decision making and

organizational design.

Module 3 we will will talk about managing human resources,

building culture and identity in organizations.

And Module 4 we will talk about top management teams,

managing succession and organizational consequences.

To help you learn and understand these subject matters,

the course has the following elements.

You will receive, of course, a video lecture on each of these topics.

You will have a set of readings that I want you to pay attention.

These readings, some of them are required, and some of them are supplemental.

And then you will have a case, short case study to

apply some of these ideas into a managerial situation.

Then in each module, we will have a set of assessments.

These assessments will be based on a graded quiz.

On the readings and lectures.

We will have a graded quiz on the case study.

And then we will have a peer assessed reflection essay

based on one of the assigned articles.

What I want you to do is to read these articles, and

try to see whether these ideas are meaningful,

applicable and useful.

Again welcome to our course, course two, managing the organization.

We'll see you later.

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