Study Guide

Learning outcomes

Student is able to
- Understand the main theoretical concepts and frameworks related to organizational design
- Recognize the relationship between an organization’s strategy and its design
- Develop an understanding of organizational reconfiguration
- Learn the process of designing organizational structures with attention placed upon the relation between formal and informal structures
- Recognize some of the fundamental challenges facing organizations and their design choices
- Enhance their skills in analyzing management decisions which can be transferable to working life practices

Implementation and methods of teaching

Online lectures according to time-table. Students will also prepare assignments.

Timing and attendance

Course begins on May 2nd 2023 and ends on May 24th 2023.
Session schedule:
Tuesday 2nd May 2023 at 17.00-19.00
Tuesday 9th May 2023 at 17.00-19.00
Wednesday 10th May 2023 at 17.00-19.00
Tuesday 16th May 2023 at 17.00-19.00
Wednesday 17th May 2023 at 17.00-19.00
Tuesday 23rd May 2023 at 17.00-19.00
Wednesday 24th May 2023 at 17.00-19.00

The final assignment is to be returned by the end of July.
Attendance at all sessions is very recommended.

Learning material and recommended literature

- Galbraith, J. R. 2012. The evolution of enterprise organization designs. Journal of Organization Design 1 (2), 1–13.
- Goold, M., & Campbell, A. 2002. Do you have a well-designed organization? Harvard Business Review 80 (2), 117–124.
- Jacobides, M. G. 2006. The architecture and design of organizational capabilities. Industrial and Corporate Change 15 (1), 151–171.
- Joseph, J., & Ocasio, W. 2012. Architecture, attention, and adaptation in the multibusiness firm: General Electric from 1951 to 2001. Strategic Management Journal 33 (6), 633–660.
- McEvily, B., Soda, G., & Tortoriello, M. 2014. More formally: Rediscovering the missing link between formal organization and informal social structure. Academy of Management Annals 8 (1), 299–345.
- Mirabeau, L., & Maguire, S. 2014. From autonomous strategic behavior to emergent strategy. Strategic Management Journal 35 (8), 1202–1229.
- Nadler, D. A., & Tushman, M. L. 1997. Competing by design - The power of organizational architecture. New York: Oxford University Press.
- Van de Ven, A. H., Ganco, M., & Hinings, C. R. 2013. Returning to the frontier of contingency theory of organizational and institutional designs. The Academy of Management Annals 7 (1), 393-440

Other relevant material made available through Moodle.

Exam retakes

Course will be assessed through the assignments.

Learning environment

Online lectures according to time-table. Students will also prepare assignments individually and in teams.

Student time use and work load

5 ECTS = 135 hours of student work. Lectures 16h, assignments and independent studying 119h

Contents

This course aims to provide an understanding about the basics of organizational design. We will discuss the fundamental issues and principles of the topic. As one of the main topics of the course is to get acquainted with managing current organizations, students will be looking into concepts and theories regarding organizational design and architecture. The main themes of the course are:

- Basics of organizational design and structures
- Relation between an organization’s strategy and its design
- Organizational reconfiguration
- The relationship between the formal and informal structures
- Special characteristics of large public health care organizations
- Designing organizations for the future

Additional information for students: previous knowledge etc.

Attending students should have a Bachelor's degree from a relevant field (business, strategy, social sciences).

Assessment criteria

Students complete a total of 3 assignments, each is worth 1/3 of the grade. All assignments must be passed in order to pass the course.

Assessment scale

1-5

Failed (0)

Failing to reach the level of 1 according to the evaluation criteria.

Assessment criteria: level 1 (assessment scale 1–5)

Student has basic knowledge of organizational design and its relevant theories. Student can also point out practical effects of organizational design issues.

Assessment criteria: level 3 (assessment scale 1–5)

Student has good knowledge about organizational design and its relevant theories. Student also understands the different components of organizational design and can pinpoint them in a practical setting.

Assessment criteria: level 5 (assessment scale 1–5)

Student has excellent knowledge and understanding of organizational design and its relevant theories. Student is able to utilise this knowledge in business development.