Course Syllabus and Outline

MSCI311 Organizational Design and Technology

Fall 2013

Course description (from Undergraduate Calendar):

MSCI 311 LEC,TUT 0.50 Course ID: 006821
Organizational Design and Technology
The focus of this course is on the procedures and variables involved in the
design and redesign of organizations. Issues such as departmentation,
differentiation, integration, internal politics, innovation, authority and control are
discussed in the context of the underlying technology of the organization.
Emphasis will be placed on how one designs both the technical and the
organizational systems to ensure their compatibility, noting the effects that one
has on the other. [Offered: F, W]

Note:

This course is a prerequisite for MSCI 421 Strategic Management of Technology and
MSCI 423 Managing New Product and Process Innovation. This course would also be
of interest to students who intend to pursue careers in general management, operations
management or human resources management.

The course will be delivered using a combination of lectures, videos, in-class discussion
and supporting text material. Students will also be introduced to case analysis
techniques in order to better apply the theoretical material from the textbook. Students
will be expected to participate in small group discussions and case analysis during
weekly tutorials and will be provided with frequent opportunities to apply course
concepts to real life organizations. Students will complete a real life analysis of several
aspects of an organizations structure and make recommendations for improvement.
This major project will be conducted either individually or in small groups.

Course learning objectives:

This course is intended to provide a basic overview of some of the major theories and
concepts which have influenced the thinking of organizational researchers and can be
used to understand how and why organizations are structured they way they are.
Students will also develop an appreciation for the major considerations involved with
designing an organization to appropriately reflect its situational contingencies. By the
end of the course, students will be able to:

Describe the major theories which have influenced classical and modern
organizational theorists.

1
MSCI311 Course Syllabus Fall 2013 M. Nummelin
 Assess the impact of organizational contingencies, particularly those arising
in technological and environmental domains, on the design of organizations.

Evaluate the effect of uncertainty on the design and operations of an

organization.

Assess the impact of various approaches to decision making on an

organization.

Develop a critical appreciation of the central theoretical questions, themes

and debates in organizational theory literature

Develop skills in abstraction, analysis and reasoning

Utilize organizational analysis methodology to analyze an organizations

structure and design and make recommendations for improvements.

Course Delivery:

Lecture: Mondays, RCH 302 7:00 9:50 p.m. Dr. M. Nummelin

Tutorials: (5), 1 hour per week: TAs will provide their contact information and
office hours during the first tutorial.

4237 Mondays 12:30 1:20 RCH 209 Alireza Masnavi

4238 Mondays 1:30 2:20 RCH 209 Alireza Masnavi

4239 Mondays 12:30 1:20 DWE 3518 Katherine Crighton

4240 Mondays 4:30 5:20 DWE 3518 Katherine Crighton

4241 Mondays 5:30 6:20 DWE 3518 Alireza Masnavi

Note: please indicate your section number in the subject line/heading of each
assignment submission and ensure it is put into the correct dropbox.

Contact information

Instructor:

Maureen Nummelin, Ph.D., Needles Hall, Office #1026 519-888-4567x36005

mnummelin@uwaterloo.ca

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MSCI311 Course Syllabus Fall 2013 M. Nummelin
 Office hours: Fridays 12 p.m. 1 p.m. (or at alternate times by prior
arrangement)

Note: All administrative queries and course requirements clarifications should be

handled via scheduled office hours or at the end of scheduled tutorials with the
TAs. Given the size of the class, students are encouraged to attend tutorials for
additional help and guidance on subject matter with which they are experiencing
difficulty.

Students are encouraged to first raise any items requiring clarification with the
TAs. If additional clarification is required after speaking with the TAs, please
attend scheduled office hours. If emailing me on any course related issues,
please indicate MSCI311 clearly in the subject line of the email. I will try to anwer
all emails within 48 hours, weekends excepted.

Teaching Assistants and Contact Information:

TAs will provide their contact information in the first tutorial.

Resources:

Required Text:

(e-book) MSCI311 Organization Design and Technology, Custom Text, McGraw

Hill, 2013

ISBN# 9781121952027 (Remember to choose Canada; or you can search by

instructor name or by institution)

Create bookstore: www.mcgrawhillcreate.com/shop

(You can also order through the uW online bookstore)

Online Supports:

Visit learn.uwaterloo.ca and sign in for MSCI311 using your Waterloo credentials
for supporting material for this course:

E-copy of course syllabus

Course announcements
Organizational analysis project requirements
Marking rubrics

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MSCI311 Course Syllabus Fall 2013 M. Nummelin
 Lecture outlines will be posted the Friday before class. Detailed lecture
content to support the lecture outline will be covered in class
Case analysis questions will be made available at the end of each lecture
class
Videos will be used to introduce and support key topics from the course.
They are only available during the lecture portion of the class.

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MSCI311 Course Syllabus Fall 2013 M. Nummelin
 Course Schedule and Topics:

Week Date Topics Assigned Assignmen Major Learning Outcomes Tutorial Activity
(Mondays Text ts Due
) Readings Note: Videos may or may not be used at instructors
discretion

1 Septemb Welcome 7. Video Introductions: Intel: Getting Organizational Design n/a

er 9 and Organizati Right
Introduction onal
7-10 p.m. - explain Architectur http://canmedia.mcgrawhill.ca/college/olcsupport/kinick/4ce/v
RCH course e: The ideos/VidPlayer.php?
design Three- vid=HugeBenefitsInGettingOrgDesignRight
Legged
Fundamenta Stool; Describe the relationship which exists between
ls of Brickley, organizational structure or architecture and organizational
Organizatio Smith, effectiveness
nal Zimmerma
Architecture n, 2003 Identify the major components which describe an
organizations architecture including decision
8. making, compensation structure and performance
Organizati management
onal Compare mechanistic and organic organizational
Structure structures
and Identify the choices that must be made in designing
Design; an organizational structure
Ivancevich, Summarize how formalization, centralization and
Konopask complexity affect organizational structure
e, Analyze an organizational structure to identify gaps
Matteson,
2014

5
MSCI311 Course Syllabus Fall 2013 M. Nummelin
 in its architecture which might improve effectiveness
Recommend and rationalize structural changes

2 Septemb The Process 9. Fast Case 1: Video Introduction: Organizational Change and Effectiveness Review
er 16 of Cycle OD; Scaling a at Ford Unit 1
Organizatio French, start up material
nal Bell, http://bevideos.mhhe.com/business/video_library/007755698 Answer
Developmen Zawacki, Due Friday 4/swf/Clip_18.html any start
t and 2005 5 p.m. in up
Transformati dropbox Identify the impacts of the pace of change on question
on 10. organizations s
Organizati Describe the strategic focus of OD and key Form
onal competencies required groups
Developm Describe the steps involved with the OD value cycle for
ent and Apply a model of planned change Projects
Transform Identify key target variables at both individual and (if
ation; institutional levels desired)
French, Assess the effectiveness of change initiatives by
Bell, assessing key outcome variables
Zawacki,
2005
Case Discussion: Yahoo: Organizational Structure and
Change

http://highered.mcgraw-
hill.com/sites/dl/free/0024307620/784673/Yahoo_13
_OrgStructure.zip

http://highered.mcgraw-
hill.com/sites/dl/free/0024307620/784673/Yahoo_15

6
MSCI311 Course Syllabus Fall 2013 M. Nummelin
 _OrgChange.zip

3 Septemb The Impact 11. Socio- Organizati Video Introduction: Leadership at Japan Airlines Review
er 23 of Socio- technical onal Unit 2
technical System Analysis http://www.mhhe.com/business/Jones5e/videos/Japanese_C material
Systems Principles Project EO_Takes_the_Bus_to_Work.html Take up
and Assignm
Guidelines Milestone http://www.mhhe.com/business/Jones5e/videos/IDEO_Buildi ent #1
; French, 1 Due ng_A_Better_Cubicle.html
Bell, Friday 5
Zawacki, p.m. in Describe a socio-technical system as a result of two,
2005 drop box interdependent open systems
Apply three levels of analysis to a socio-technical
system
Describe steps in data collection and analysis from
both the technical and social perspectives

Case Discussion: Ricardo Semler: Brazils Semco

http://highered.mcgraw-
hill.com/sites/dl/free/0024307620/784673/Ricardo_Semler.zi
p

4 Septemb Improving 12. Case # 2 - Video Introduction: Fedex Review

er 30 Organizatio Managing Case 3: http://www.mhhe.com/business/Jones5e/videos/FedEx.html Unit 3
nal Organizati OP4.com material
Effectivenes onal Identify the factors that influence managers choice Feedba
s Structure Due Friday ck on
and

7
MSCI311 Course Syllabus Fall 2013 M. Nummelin
 Culture; 5 p.m. in of an organizational structure general
Jones, drop box Explain how managers group tasks into jobs that are strength
George, motivating and satisfying for employees s and
2014 Describe the types of organizational structures weekne
managers can design and explain why they choose ssed of
one structure over another Mileston
Explain why managers must coordinate jobs, e1
functions and divisions using the hierarchy of Review
authority and integrating mechanisms question
List the four sources of organizational culture and s on
explain why and how a companys culture can lead Mileston
to competitive advantage. e2

5 October Managing 13. Case #3 - Video Introduction: Champions of Innovation at Review

7 Innovation Managing Case 3: Adobe Unit 4
Innovation Jacques http://www.mhhe.com/business/management/videos/ material
and Kemp DestinationCEO/AdobeCEO.html Take up
Fostering Assignm
Corporate Due Friday Video Introduction: One Last Thing ent #2
http://www.youtube.com/watch?v=pj3FGvo0Q8Q
Entrepren 5 p.m. in
eurship, drop box
Dess, Describe strategies and practices that foster
Lumpkin, innovation
Eisner, Assess the impact of a firms structure and
McNamara architecture on its ability to innovate
,; 2012 Identify the challenges and pitfalls of managing
innovation processes
14. Assess the impact of disruptive technologies on
Organizing innovation
for Describe how corporations can use new venture
Innovation; teams, business incubators, new technologies, new

8
MSCI311 Course Syllabus Fall 2013 M. Nummelin
 Schilling products and product champions to create a culture
2013 for innovation

6 October (No Monday Organizati

14 Class onal
Thanksgivin Analysis
g Holiday) Project
Milestone
2- Due
Friday 5
p.m. in
drop box

7 October Assessing 15. Case #4 - Video Introduction: Allstate Ed Liddy Review

21 Organizatio Analyzing Case 6: http://www.mhhe.com/business/management/videos/Destinat Unit 5
nal the Change at ionCEO/AllstateCEO.html Take up
Environment external Pfizer Assignm
s environme Describe the importance of developing forecasts of ent #3
nt of the Due Friday the business environment Review
firm; Dess, 5 p.m. in Conduct environmental scanning and monitoring to general
Lumpkin, drop box collect competitive intelligence. strength
Eisner, Assess the impact of the general environment on a s and
Mcnamara firms technology requirements, structure and weakne
, 2012. architecture. sses of
Assess industry forces which affect profitability and Mileston
recommend improvements to structure and e 2 and
architecture to improve competitive positions. answer
Identify the concept of strategic groups and the any
impact these may have on organizational design. question
s about
Mileston
e3

9
MSCI311 Course Syllabus Fall 2013 M. Nummelin
8 October Designing 16. Supplementary Resources: Review
28 Organizatio Organizati Unit 7
nal Control onal http://www.youtube.com/watch?v=uu9yMq4z2cA Take up
Systems Control Assignm
and Ashbys and http://www.scribd.com/doc/9139511/Law-of-Requisite-Variety ent #4
Law of Change;
Requisite Jones, Define the concept of organizational control and
Variety George, explain how it can increase organizational
2014. effectiveness
Explain the law of requisite variety and how it can
17. impact on organizational control systems
Decision Describe four steps in the control process and the
Authority; way it operates over time.
Brickley, Identify the main output controls, discuss their
Smith, advantages and disadvantages as a means of
Zimmerma coordinating and motivating employees.
n, Willet, Discuss the relationship between organizational
2003. control and change.
Discuss various approaches to job and business unit
design including required degrees of specialization
and autonomy.

9 Novembe The Impact 18. Case #5 - Video Introduction; How technology will shape the next Review
r4 of Building Case 4: decade Unit 8
Technology an Canadian Take up
organizatio Air http://www.mhhe.com/business/Jones5e/videos/How_Techn Assignm
n capable Transport ology_Will_Shape_the_Next_Decade.html ent #4
of good Security
strategy Authority Johnson and Johnson
execution;
Thompson Due Friday http://bevideos.mhhe.com/business/video_library/007743954
, Peteraf, 5 p.m. in
Gamble, drop box

10
MSCI311 Course Syllabus Fall 2013 M. Nummelin
 Strickland; 6/swf/Clip_05.html
2014

Organizati
onal Gain command of what managers must do to
Agility; execute strategies successfully, particularly those
Bateman, which are technologically dependent.
Snell, Assess the impact of having the right technological
2013. skill set on strategy execution.
Explain why good execution requires continuous
responsiveness, upgrading and improvement,
particularly where technology is concerned.
Assess the impact of centralization and
decentralization on strategy execution and the
impact of technology on these decisions.
Describe the qualities of an organic organizational
structure.
Identify ways that firms organize around different
types of technology.

10 Novembe Decision 20. Video Introduction: Decisions, Decisions Review

r 11 Making Creating Unit #9
Effective http://www.mhhe.com/business/Jones5e/videos/Decisions_D Take up
Organizati ecisions.html Assignm
onal ent #5
Designs; Describe how organizations use structure to
Dess, rationalize decision making
Lumpkin, Describe typical organizational growth patterns
Eisner, Describe traditional types of organizational
Mcnamara structures
, 2012. Explain why there is no best way to design reward
and evaluation systems and how organizational
23. (Part)

11
MSCI311 Course Syllabus Fall 2013 M. Nummelin
 Power, contingencies impact on these designs
Politics Assess the pros and cons of boundaryless
and organizations and ambidextrous organizations.
Decision Compare and contrast the rational model of decision
Making; making to bounded rationality, decision trees and
Kinicki, intuition (23. Digby)
Fugate,
Digby,
2013

11 Novembe Communicat 21. Case #6 - Video Introduction: In good Company and Ideo Review
r 18 ion in the Communic Case 2: http://www.mhhe.com/business/Jones5e/videos/In_ Unit#10
Digital Age ating in the Spontaneo Good_Company.html Final
Digital us Virtual question
http://bevideos.mhhe.com/business/video_library/00
Age; Teams s before
77424611/swf/Clip_13.html
Kinicki, Project
Fugate, Due Friday #2 due
Illustrate the components of a perceptual process
Digby, 5 p.m. in
model of communication
2013. drop box Describe barriers to effective communication,
particularly those which are technologically driven.
Summarize the factors involved with maintaining
effective communications as organizations move
forward using more digital devices in the workplace.

Novembe Power and 22. Power Organizati Video Discussion: Open Source Open world Review
r 25 Politics and onal Unit 11
influence Analysis http://www.ted.com/playlists/13/open_source_open_world.ht
in the Project ml
workplace;
Mcshane, Milestone Differentiate between power, personal power and
Olekains, 3 Due social power in the workplace.
Travaglion Friday 5 Describe the dependence model of power and
e, 2013. p.m. in French and Ravens model of power and sources of

12
MSCI311 Course Syllabus Fall 2013 M. Nummelin
 23. Power, drop box power in organizations.
Politics Discuss four contingencies of power.
and Explain the impact of uncertainty on power.
Decision
Making; Describe eight types of influence and the
Kinicki, consequences of influence.
Fugate, Explain how people and work units gain power
Digby, through social networks.
2013

Decembe
r2

Decembe Pre-exam
r 3-4 study Days

Decembe Exams start

r5

13
MSCI311 Course Syllabus Fall 2013 M. Nummelin
Expectations of students

Students are expected to come to class having read the related chapters from the text,
readings and the assigned cases. On average, students should expect to spend 2 2.5
hours per week on reading and preparing for class. Although case work and other in-
class assignments will be spread out fairly evenly throughout the term, students are
advised that the workload will be heavier towards the end of the course as they finalize
their project recommendations and prepare for the final exam.

Please ensure your written submissions have been spell checked and grammar
checked. Up to 15% of the marks allocated for the assignment may be deducted for
poor spelling and grammar. Incomprehensible assignments may be returned for
resubmission subject to existing deadlines and penalties.

Student assessment and evaluation

Case analyses (6) Will be assigned (6 x 5%)

Ensure you are
understanding key
concepts as move
through the course
Ensure you can apply
the concepts to specific
situations
Ensure you are keeping
up with the reading
during the Monday
class starting week 30%
2
Due at the end of the
week (Friday) after
class in which
assigned by 5 p.m.
No late submissions
accepted
750 word maximum
per case
Point form
acceptable for cases
Deposit in drop box
Will be reviewed
during next
scheduled tutorial
following week
Individual work only
Apply concepts and
theories from
readings
Test knowledge,
comprehension and

14
MSCI311 Course Syllabus Fall 2013 M. Nummelin
 application
Expected to reflect
material provided
during lecture

Organizational Analysis May be completed in 40%

Project (see separate groups of up to 4
description on Learn) people (or Milestone 1 Team Charter
individually) and Preparation (10%)
Late penalty 10%
per calendar day i.e. Milestone 2 Organizational
a calendar day is Analysis (15%)
defined as a
Milestone 3
cumulative 24 hour
Recommendations (15%)
period starting from
the time on which
the project was due.
Focus on
application, analysis
and evaluation

Final Exam 30%

5 questions and 1
case and 2.5 hours
in length
Cumulative
includes all material
assigned during the
course
Focus on application
and analysis
May ONLY bring
copy of this course
topics section from
this course
syllabus as cheat
sheet to remind you
of key theories and
topics which have

15
MSCI311 Course Syllabus Fall 2013 M. Nummelin
 been covered

Note: Course accommodations, including missed assignments and exams, will be

considered only with a Verification of Illness Forms (VIF), counselling letters, or other
support for the missed requirement. Opportunities to make up missed grading elements,
such as a missing assignment or project will be discussed with the students on a case
by case basis only after the student has provided proof of the legitimacy of the absence.
Students are encouraged to bring their VIFs to their Undergraduate Office for
verification and filing.

Finally, you should indicate that students are expected to check the appropriate UW
websites for details concerning final examinations and various course drop deadlines.

Academic Integrity and Plagiarism software

Plagiarism detection software (i.e., Turnitin) will be used to screen assignments in this
course. This is being done to verify that use of all material and sources in assignments
is documented and that work is original. Students must submit all assignments into the
dropboxes provided where they will be automatically screened.

If students do not want to upload assignments to Turnitin, they must specify this before
the end of the first week of class (i.e. by 5 p.m. September 13) by means of an
email sent to the course instructor mnummelin@uwaterloo.ca inserting MSCI311
Turnitin Exemption and your student number into the subject line of the email). In
this case students may submit a draft bibliography identifying and documenting all
sources and submitted as at midnight of the date immediately preceding the due date
for the assignment.

Students are reminded that they should review and be familiar with both the Academic
Integrity policies and Research Integrity Policies in effect at the University of Waterloo. It
is your responsibility to familiarize yourself with these policies.

Statement for students with disabilities:

Note for students with disabilities: The Office for Persons with Disabilities (OPD),
located in Needles Hall, Room 1132, collaborates with all academic departments to
arrange appropriate accommodations for students with disabilities without
compromising the academic integrity of the curriculum. If you require academic
accommodations to lessen the impact of your disability, please register with the OPD at
the beginning of each academic term.

16
MSCI311 Course Syllabus Fall 2013 M. Nummelin
Statement regarding travel and the final examination period:

Student travel plans are not considered acceptable grounds for granting an alternative
examination time. Please refer to the official university calendar and Quest information
for the dates concerned this term.

More information about UW's Final Examination policies is available here.

Changes to Course Outlines:

Minor changes to this course outline may occur. Students will be advised of these
changes at the first available opportunity and are encouraged to ensure they visit the
course learn site on a regular basis to ensure they have all required information. Please
note that the grading scheme and other elements related to evaluation cannot
change. If minor changes are made to non-grading elements of the outline, a new
outline will be posted to draw attention to these changes. If changes are made, an
archive of the outline will be provided from the time it was first made available to
students at the beginning of a course.

Other special considerations or rules:

If students have a concern related to how an assignment was graded, they are
encouraged to first consult with the TA. If the issue is not resolved, students should then
contact the instructor. Students are welcome to audio or video record lectures. I have no
preference for citation styles for assignments or essays (e.g., MLA, APA, Oxford,
Turabian) as long as the style is used correctly. Please see information available on the
library website as a source of guidance for this information.

Unclaimed student submissions (e.g., assignments, quizzes) will only be kept until one
month after the end of the term. After that date all unclaimed assignments or projects
will be securely shredded.

Expectation of Academic Integrity:

In order to maintain a culture of academic integrity, members of the University of

Waterloo community are expected to promote honesty, trust, fairness, respect and
responsibility.

Grievance: A student who believes that a decision affecting some aspect of his/her
university life has been unfair or unreasonable may have grounds for initiating a
grievance. Read Policy #70, Student Petitions and Grievances, Section 4. When in
doubt please be certain to contact the departments administrative assistant who will
provide further assistance.

Discipline: A student is expected to know what constitutes academic integrity, to avoid

committing academic offenses, and to take responsibility for his/her actions. A student

17
MSCI311 Course Syllabus Fall 2013 M. Nummelin
who is unsure whether an action constitutes an offense, or who needs help in learning
how to avoid offenses (e.g., plagiarism, cheating) or about rules for group
work/collaboration should seek guidance from the course professor, academic advisor,
or the Undergraduate Associate Dean. For information on categories of offenses and
types of penalties, students should refer to Policy #71, Student Discipline, For typical
penalties check Guidelines for the Assessment of Penalties,
www.adm.uwaterloo.ca/infosec/guidelines/penaltyguidelines.htm.

Appeals: A decision or penalty imposed under Policy #70 (Student Petitions and
Grievances) (other than petitions) or Policy #71 (Student Discipline) may appealed if
there is a ground. A student who believes he/she has a ground for an appeal should
refer to Policy #72 (Student Appeals).

Instructors should be very clear about their expectation of Academic Integrity in their
courses. Courses that include group work should have clear statements of what an
acceptable amount of collaboration is and what is unacceptable; relevant examples
might help student avoid problems. It might also be a good idea to remind students that
the same level of academic integrity is expected on an assignment worth 2% as one
worth 50%.

Waterloo's Office of Academic Integrity provides numerous resources on academic

integrity for students, faculty and staff.

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MSCI311 Course Syllabus Fall 2013 M. Nummelin