21718 Organisation Analysis and Design

Subject level: Postgraduate

Handbook description

This subject develops skills in organisational analysis. It also develops diagnostic and prescriptive skills in regard to organisations and focuses on the description and analysis of organisations as formal structures, political systems and cultural entities.

Subject objectives/outcomes

On successful completion of this subject students should be able to:

1. Develop a multiple-frames approach to the analysis of organisational situations.
2. Describe an organisation in terms of its basic design elements.
3. Analyse and design coordination and control methods in organisations.
4. Recognise the characteristics of, and applicability of, various design configurations.
5. Identify the new organisational structures that are developing and the conditions underlying this development.
6. Understand the significance of "fit" between individuals and organisations.
7. Analyse organisations as political arenas.
8. Develop an awareness of the important implications of cultural diversity in the analysis of organisations.
9. Apply a multiple-perspective approach to developing organisational change strategies.

Contribution to graduate profile

Organization analysis and design is fundamental to the effective exercise of governance, leadership and management in organizations today. The subject develops students' ability to critically assess their existing frames of reference when it comes to analyzing organizational problems and recognize that while their frames are enabling they are also constraining; they are especially constraining in culturally diverse and fast changing business environments. Students are taught to develop a multi-framed perspective, one that does not only incorporate organization structure but also cultural, political and human resource management processes. Emphasis is placed on bridging the gap between theory and practice by exposing tensions and paradoxes between traditional and emerging theoretical approaches to organization and then analyzing the effects of these tensions and paradoxes in practical scenarios. This emphasis along with the use of a variety of innovative teaching techniques that include formal lectures, video analysis, case studies, role-plays and guest lecturers from industry are aimed at enhancing the students' work readiness on completion of the subject.

Teaching and learning strategies

Classes will involve a combination of lectures, video analysis, role-plays and simulation exercises. The UTS web-based communication tool (UTS-Online) will be used to share information and encourage interaction between staff and students.

Content

• Using reframing to analyze organizations
• Reframing in action: a practical application of reframing techniques
• The structural frame: Traditional forms and contingencies
• The structural frame: Control and coordination
• The structural frame: Technology and the emerge of new organizational forms
• The human resources frame
• The political frame: Power
• The political frame: Influence strategies
• The cultural frame: Cultural diversity – International simulation
• The cultural frame: Models and issues
• Bring it all together: Reframing an organizational change scenario
• Reframing in action: Video analysis of an organization problem scenario

Assessment

Any examination(s) will be conducted under University examination conditions, and hence thoroughly addresses concerns regarding security of assessment. In addition, any assignment(s) will be made secure through a combination of updating of assessment tasks across semesters and/or with the use of plagiarism detection software.

Recommended text(s)

L.G. Bolman & T.E. Deal (2003), Reframing Organisations: Artistry, Choice and Leadership, San Francisco: Jossey-Bass (Third edition).

Organisation Analysis and Design Book of Readings.

Indicative references

Adler, P.S. (1999), "Building better bureaucracies", Academy of Management Executive, 13 (4): 36-49.

Cascio, W.F. (2000), "Managing a virtual workplace", Academy of Management Executive, 14 (3) 81-90.

Gittell, J.H. (2000), "Paradox of coordination and control", California Management Review, 42 (3): 101-117

Hagel, J. & Singer, M. (1999), 'Unbundling the corporation', Harvard Business Review, 77(2) (March-April): 133-141.

Martin, J. (1992), Cultures in Organisations: Three Perspectives, New York: OUP.

Osland, J.S. & Bird, A. (2000), "Beyond sophisticated stereotyping: Cultural sensemaking in context", Academy of Management Executive,14 (1): 65-79.

Palmer, I., & Dunford, R. (1996), 'Conflicting uses of metaphors: Reconceptualizing their use in the field of organisational change', Academy of Management Review, 21(3): 691-717.

Palmer, I. & Dunford, R. (1996), 'Reframing and organisational action: The unexplored link', Journal of Organisational Change Management, 9(6): 12-25.

Palmer, I., & Dunford, R. (1997), 'Organising for hyper-competition: new organisational forms for a new age?', New Zealand Strategic Management, (Summer): 38-45.

Pettigrew, A., Massini, S. & Numagami, T. (2000), 'Innovative forms of organising in Europe and Japan', European Journal of Management 18(3): 259-273.

Pfeffer, J. & Veiga, J.F. (1999), 'Putting people first for organizational success', Academy of Management Executive, 13 (2): 37-48.