Course Objectives: |
This course aims to contribute to the training of managers who know the organizational structures and what they provide to firms; evaluate organizations based on "structure and process" and integrate the conceptual thinking skills provided by organizational theories into the daily decision-making processes of the enterprise. |
Course Content: |
Organizations and Organizational Effectiveness, Organization theory: challenges and perspectives
Organization theory: what is it, and why does it matter?, From Classical beginnings to New Wave management: the evolution of management theory, Neo-classic organization theory: putting people first?, Modernist organization theory: Systems Approach, Modernist organization theory: The Contingency Approach, Contemporary organization theory: new organizational forms for a new millennium?, Organizational Transformations: Birth, Growth, Decline, and Death, Postmodernism as philosophy: the ultimate challenge to organization theory?, Designing Organizational Structure: Authority and Control, Designing Organizational Structure: Specialization and
Coordination, Organizational Design, Competences and Technology, Reflective organization theory: symbols, meanings and interpretations |
Course Learning Outcomes (CLOs) are those describing the knowledge, skills and competencies that students are expected to achieve upon successful completion of the course. In this context, Course Learning Outcomes defined for this course unit are as follows:
Week |
Subject |
Materials Sharing * |
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Related Preparation |
Further Study |
1) |
a. Organization and Business Concepts (Purpose - process - output context)
b. The emergence of the first organizations - What the industrial revolutions brought about (from the factory process to the management of knowledge)
c. The relationship between production, economy, law and the necessity of organization in the historical process |
https://online.beykoz.edu.tr/course/view.php?id=15461
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https://online.beykoz.edu.tr/course/view.php?id=15461 |
2) |
Classical Management Theory and Organizational Practices
a. F. TAYLOR: (Scientific Management Principles) Worker-centered organization with time and motion studies (mechanical)
b. H. FAYOL: (Managerial Theory) Manager-centered organization with Management Functions
c. M. WEBER: (Bureaucracy Theory) Bureaucratic organization based on formal rules |
https://online.beykoz.edu.tr/course/view.php?id=15461
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https://online.beykoz.edu.tr/course/view.php?id=15461 |
3) |
Neo-Classical Management Theory (Human Relations Period) and Organizational Practices
a. E. MAYO and Hawthorne Experiments - Psychology-based approach / human-centered organization
b. From industrial people to organizational people - human as a production factor
c. Integration in organizational structure - power & authority (L.R. Lowman), situation & cohesion (M. P. Follett), individual & organization (K. Lewin) |
https://online.beykoz.edu.tr/course/view.php?id=15461
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https://online.beykoz.edu.tr/course/view.php?id=15461 |
4) |
Modern Management Approach and Organizational Practices
a. World Wars brought about: Historical change of organizational structuring
b. The effects of competition and entrepreneurship on organizational change
c. Management change; success criteria of professional management
D. Towards the information society; the effects of obtaining and using knowledge on organizational life |
https://online.beykoz.edu.tr/course/view.php?id=15461
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https://online.beykoz.edu.tr/course/view.php?id=15461 |
5) |
Elements that affect the organizational structure (Condition dependency)
a. environment
b. technology
c. Size
D. Strategy |
https://online.beykoz.edu.tr/course/view.php?id=15461
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https://online.beykoz.edu.tr/course/view.php?id=15461 |
6) |
Organization Structures (Transaction cost)
a. Mechanical Organizational Structures - Organic Organization Structures
b. Vertical Structure (Integration), Horizontal Structure (Integration) and Matrix (Hybrid) Organizational Structures
c. Formal Organization Structures - Informal Organizational Structures
D. Structuring in Virtual Organizations |
https://online.beykoz.edu.tr/course/view.php?id=15461
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https://online.beykoz.edu.tr/course/view.php?id=15461 |
7) |
Organizational Structures of Mintzberg
a. Simple Structures
b. Machinery Bureaucracy
c. Professional Bureaucracy
d. Segmented (Segmented) Format
e. Flexible Structure (Adhocracy) |
https://online.beykoz.edu.tr/course/view.php?id=15461
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https://online.beykoz.edu.tr/course/view.php?id=15461 |
8) |
Mid-Term Exam |
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9) |
System and Contingency (Condition Dependency) Theories
a. What is "theory"; their contribution to conceptual explanation and understanding
b. Overview of the system concept; Evaluation of organizations as open and closed systems
c. Parts of the system and their interdependencies
d. Evaluation of organizations as open systems: Contingency (Condition Dependency) Theory
e. Environment - organization relations in the context of strategy
f. Structure - Condition dependency and adaptation |
https://online.beykoz.edu.tr/course/view.php?id=15461
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https://online.beykoz.edu.tr/course/view.php?id=15461 |
10) |
Cost of Transaction and Agency Theories
a. Market and hierarchy specific to the concept of "transaction cost"
b. Make or buy approach specific to transaction cost theory
c. Parties in doing the "work"; agency concepts
D. (Common concepts of both theories) Behavioral assumptions; limited rationality, opportunism, information asymmetry, risk aversion. |
https://online.beykoz.edu.tr/course/view.php?id=15461
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https://online.beykoz.edu.tr/course/view.php?id=15461 |
11) |
Resource Dependency Theory
a. Structuring in the context of organization - environment relationship; addiction and uncertainty
b. Environmental adaptation and change efforts - Managing the organization's environmental dependence
c. Access to resources, scarcity of resources and management of resources
d. The importance of inter-organizational relations - vertical and horizontal integrations, diversification strategies
e. Power balances and dependency types |
https://online.beykoz.edu.tr/course/view.php?id=15461
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https://online.beykoz.edu.tr/course/view.php?id=15461 |
12) |
Population Ecology Theory
a. Organizations as organisms (organizational level)
b. Organizational Populations and Organizational Societies
c. Demographic variables (size and age factors) and life cycle in organizations
D. The Evolution of Organizations (Co-Evolution approach) |
https://online.beykoz.edu.tr/course/view.php?id=15461
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https://online.beykoz.edu.tr/course/view.php?id=15461 |
13) |
New Institutional Theory and Macro Institutional Theory
a. Institution and institutionalization concepts
b. Institutionalization process
c. Institutional uniformity and legitimacy
d. Institutional change, institutional logics and corporate entrepreneurship
e. Community specificity and national business systems |
https://online.beykoz.edu.tr/course/view.php?id=15461
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https://online.beykoz.edu.tr/course/view.php?id=15461 |
14) |
Postmodern Approach to Organization Theories: Social Network (Network and Social Capital Theories)
a. The concept of "social network" and social settlements of my organizations
b. The concept of "Social Capital" and its importance for today's organizations
c. Sources, types of social capital and what they provide to organizations
d.. Ties and structural gaps in network assemblies (strong / weak)
e. Network relations between organizations |
https://online.beykoz.edu.tr/course/view.php?id=15461
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https://online.beykoz.edu.tr/course/view.php?id=15461 |
15) |
FINAL Exam |
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(KPLOs and SPLOs are the abbreviations for Key & Sub- Programme Learning Outcomes, respectively. )
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Programme Learning Outcomes |
Contribution Level (from 1 to 5) |
1) |
Students learn and apply knowledge, concepts and theories in basic and sub-fields of management. |
2 |
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1.1 Students are competent with using knowledge of all basic fields of management such that strategic management, organizations, finance, accounting, marketing and human resources in daily business problems. |
2 |
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1.2 Students learn basic knowledge in sub-fields of management such as mathematics, statistics, behavior science, law, information technologies. |
2 |
2) |
Students acquire ability to effectively plan and use economic, technological and human sources and tools in organizations by applying appropriate theories and methods. |
1 |
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2.1 Students use economic and technological sources effectively and efficiently in the field of business administration. |
1 |
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2.2 Students use information and communication technologies effectively in business practices. |
1 |
3) |
Students have competencies of eagerness for life-long learning, easiness to comply with innovation and change as an employee/employer/manager to meet modern business life's expectations. |
3 |
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3.1 Students use competencies of time management and self-discipline to reach strategic aims. |
3 |
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3.2 Students plan and manage information and communication processes efficiently. |
1 |
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3.3 Students acquire skills for leadership and teamwork, entrepreneurship and change management. |
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3.4 Students solve problems and make decisions with an awareness of ethical values and social responsibilities. |
2 |
4) |
Students apply what they learn theoretically in real business life during a semester. |
5 |
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4.1 Students experience all processes in business life. |
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4.2 Students take part in activities related to their major field in a real business. |
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4.3 Students have the chance to compare theoretical postulates and real business practice. |
5 |
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4.4 Students gain knowledge and experience in their major field. |
2 |
5) |
Students acquire the competencies expected by business world and society as they defined in institutional outcomes of our university on an advanced level. |
4 |
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5.1 Students acquire problem-analyzing and -solving, and conflict resolution skills. |
4 |
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5.2 Participates as a team member and takes responsibility in the environments that require the solving of the conflicts and acts as a leader when necessary. |
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5.3 Has awareness for ethical and social responsivity. |
3 |
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5.4 By supporting the learnt courses with quantitative and qualitative data; and by using verbal and visual communication means, s/he transfers them to the groups within and outside his/her group in a systematical and effective way. |
2 |
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5.5 Evaluates the norms and standards present in the works in which s/he takes responsibility in a critical point of view. |
4 |
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5.6 Develops strategical, innovative and entrepreneurial ideas. |
3 |
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5.7 Acquires competence of managing the change. |
3 |
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5.8 Shows development personally and socially with and awareness for lifelong learning. |
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5.9 Follows advanced technologies and developments about digital transformation. |
2 |
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5.10 Students have cultural consciousness at a level they can transfer to groups among and beyond their major field. |
2 |
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5.11 Students have citizenship consciousness. |
1 |
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5.12 Acquires communication in a Foreign Language (English) competence defined on the level of at least B1 in European Language Portfolio. (In programs whose medium of instruction is English, on the level of B2/B2+). |
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