Organizational Structure, Design & Change

HRM (2017-19)

Course Outline

Facilitator: Gloryson Chalil Email: gloryson@xlri.ac.in

I. Introduction

Organizations are omnipresent and influence every aspect of human existence

from birth to death. Organizational Structure and Design as an introductory course
assist you in understanding these organizations with an emphasis on the patterns,
causes and management of organizational design and structure.

The domain of this course includes topics dealing with the impact of environment
on organizations, various types of organizational structures and its determinants,
organizational culture, relationship between organizational strategy and structure,
and an introduction to organizational processes and organizational change.

II. Course Objectives:

Major objectives of this module as an introductory course are:

 To familiarize the participants with different concepts related to macro level
analysis of organizational behavior
 To develop an understanding of the nature, functioning and design of the
organizations based on the interrelationship among multiple components of
star model
 To examine the reciprocal relationship between organizational characteristics
and managerial behavior from the perspective of an HR professional and
improve their ability to
o Apply the relevant concepts to multiple contexts and analyze the
necessity for customization across for each of these contexts
o Evaluate the relative merits of the available options and create a better
organizational design, if required

III. Methodology:
A mix of illustrated lectures, case studies, in-class activities, individual readings and
team projects will be used. Participants are expected to attend all classes with
sufficient preparation (based on session-wise readings for the class) to develop a
critical sense of the concepts and applications that cannot be achieved through
memorizing of the text book.
 Recommended Text:
Jones G R and Mathews M (2011), Organizational Theory, Design and Change, 6th
Edition, Perason Education

IV. Grading:
The grading for the course will be based on following components

Component Weight
Scheduled Quiz (three) : 30%
Class Activities : 20%
Midterm Exercise : 10%
Class Participation & Case Discussions : 15%
End Term : 25%

Scheduled Quiz: First three quizzes will focus on three modules and associated
portions as mentioned in the course outline. To be specific, it will cover the
portions such as (a) the allocated chapters from recommended textbook (b)
discussed cases and essential readings as indicated in course outline (d)
discussions during the class including class activities. You may expect maximum
questions from the chapters for this component. Every quiz will have equal
weightage irrespective of the number of questions and there will be no make-up
quizzes. While majority of the questions test your ability to remember the
concepts covered among the assigned themes mentioned above, some will test
your understanding and application of the assigned chapters/readings/cases and
class activities.

Class Activities (Both individual and group): This component mostly check
participant’s ability to apply and analyze the related concepts to different
contexts. There may be a few class activities wherein you need to create a
solution or evaluate multiple options for the assigned organization (refer to
following paragraph). Since the evaluation is course centric, you need to analyze
and apply the concepts covered in this course for appropriate reward. Since you
need to operate in a VUCA world (refer to one of the essential reading), expect
ambiguous questions and time constraints that imitate the situations wherein you
need to make decisions in real life. Some of the class activities may require you to
work in groups and every group member will get equal marks. In some activities,
you may get a chance to discuss with group members before making the
submission. Facilitator may also convert some group activities as take home
assignment. It is not necessary that all sections will go through the class activity
every time and even the number of activities may vary across sections to retain
the surprise element. Final marks for this component will be determined after
removing the worst/low performing one(s) (Up to four activities: N-1, 5-8
activities: N-2, above 9: N-3).
While most of the class activities focus on the portions covered during previous
session(s), some activates center around cases scheduled to discuss on a given
day. Some activities will focus on organizations provided to each group for
analysis. Each group will get a two-page information about one referral
organization and you need to relate to the provided information for any
submission/answer for this course. You will get slightly distorted information
from the reality to fine-tune the nature of selected organizations to some of the
concepts discussed during the course. While you are free to use common sense,
browsing etc. for gathering supplementary/additional information about the
allocated organization, the provided information serves as the base data for
multiple evaluation components of this course. You are also expected to be
careful in avoiding any fact/information that are contrary to the base data as the
answer templates are prepared on the basis of provided information and using
contrary information may adversely impact the marks received during the
evaluation.

Class Participation/Case Discussions: You are also encouraged to add value to

the class by citing relevant applications of the concepts from personal experience
or knowledge, while such an opportunity is provided by the facilitator. Feel free
raise any doubt/concern that add learning value. Since every participant may not
get a chance during every class, your presence in the class will result in average
marks under class participation (CP) component. Wasting the precious time of
entire section, bringing in irrelevant information during the case discussion,
inability or unwillingness for active class participation, moving out of the class
during the session, distracting or demotivating others and having negative
influence on class conduct etc., will result in negative marks for the day. Such
participants will continue to get zero marks for CP component until they actively
participate in the class with positive contribution. Facilitator will identify the
participants for class discussion based on interest exhibited by participants and on
a predetermined rotation policy. Academic associate will update and share class
participation marks on regular basis.

Midterm Exercise: It is a newspaper based exercise that test your ability to

remember and understand the concepts discussed during the course and apply
them to the newspaper articles based on your analysis of the same. Unpredictable
nature of the newspaper articles and the inability to identify direct application of
the concepts from multiple chapters may force some of you to illustrate higher
orders of learning such as evaluate and create. While doing so you need to ensure
adherence to the procedural requirements shared for this exercise at a later stage.

End term Exam: The end term exam will have two components. First component
is of MCQ format, covering portions related to module four of the course and
second one is of descriptive type. Second component of end term exam, will
assess your ability to apply and other higher order indicators of learning
related to the multiple concepts discussed/covered during the entire course.
 Final Grading: Based on the cumulative marks obtained for all components
mentioned above. The cut-off points will be decided on the basis of following
distribution, after ensuring the grade spread norms existing in our institute.

Grade F D D+ C C+ B B+ A A+
Marks Up to 34 to 42 to 50 to 58 to 66 to 74 to 82 to Above
34 42 50 58 66 74 82 90 90

Based on the subjective evaluation about the performance of the entire batch,
facilitator may introduce a more lenient norm for determining the grades than the
one given above, after ensuring all existing rules prescribed by the institute.

V. Discipline in Class
You need to reach the class slightly ahead of scheduled starting time and continue
to remain in the class until the end of the class. While you have the freedom to
move out of the class for medical reasons, beware that anyone who leave the class
for any reason will forfeit both Class Participation and Class Activity marks
attached with that session. You are also expected to follow the seating plan for
facilitating accuracy in class participation marks.

Usage of mobile phones: You should not bring mobile phones to the class, unless
specifically communicated by the instructor for browsing associated with some of
the class activities.

VI. Office Hours:

Facilitator will be available for any course related discussion for ninety minutes
after every day wherein a session is scheduled. While all three sessions are getting
over by 4.00 pm, facilitator will be available from 4.30 pm to 6.00 pm and on
days wherein sessions are getting over at 6.00 pm, facilitator may be contacted
from 6.00 to 7.30 pm. Feel free to meet me on other days/time after confirming
the appointment through e-mail.

VII. Suggested Distribution of Course Learning Hours (100 hours in total)

# Activity Time (Hrs) Evaluation method(s)
1 Attending 30 hours Scheduled quizzes, performance in class activities
classes based on topics covered, quality of class
participation, end term exam, midterm exercise
2 Preparation for 45 hours Scheduled quizzes , performance in class activities
the class and based on topics covered, quality of class
class activities participation
3 Group activities 15 hours Midterm exercise, class activities focusing on
allocated organization, group based case analysis
(based on specific instructions)
4 End term 10 hours End term exam
preparation
VIII. Session wise readings and themes
Discussed in following pages of the outline.
 ORGANIZATIONAL STRUCTURE AND DESIGN
HRM (2017-2019)
Session-wise Details of Readings*, Case Discussion Details
Session No Topic Readings
Date# Essential Reading (ER) Optional Reading
Module 1

Session 1 Introduction & Star Model Google to Reorganize

Overview
03.01.18 Structural Changes @ Mahindra GE to Sell Most of GE Capital
Restructuring at HSBC
Walt Disney Restructuring Indian Ops.

Session 2 Organizations & Jones Ch. 1,

Organizational
05.01.18 Organizational Life Cycles and Criteria of
Effectiveness Effectiveness (Pages 41 – 53)
Brief write-up about allocated
organizations

Session 3 Organization and Jones Ch. 2, Innovating Shared Value

its Stakeholders
09.01.18 A Stakeholder’s Perspective on HRM

Session 4 Managing in a Jones Ch. 3

Changing Global
10.01.18 Understanding the Threats to Performance
Environment in a VUCA world

Session 5 Additional Session Case 1 Discussion

for Module 1
12.01.18
2Module

Session 6 Organizational Jones Ch. 4, Age of Hyper-specialization

Design: Basic
15.01.18 To Centralize or Not to Centralize?
Challenges
 Case 2 Discussion
Module 2

Session 7 Organizational Jones Ch. 5 Bureaucratization of the Roman Army

Design:
16.01.18 Designing High Performance Jobs Redesigning Knowledge Work
Incorporating
Authority & Quiz 1 on 16.01.2018 The Flattened Firm
Control

Session 8 Organizational Jones Ch. 6 The Multi Unit Enterprise

Design:
18.01.18 Making Matrix Organizations Actually Aligning the Organization with the Market
Incorporating Work
Specialization & Emergence and Evolution of Multidimensional
Coordination Organizational Design: Fashion or Fit? Organization

Session 9 Additional Session Case 3 Discussion Why Corporate Functions Tumble

for Module 2
22.01.18 What is the right organizational Design?
Module 3

Session 10 Organizational Jones Ch. 8 How Strategy Shapes Structure Why Conglomerates
Strategy & Thrive (outside US)
23.01.18 Quiz 2 on 24.01.2018
Structure

Session 11 Organizational Jones Ch. 7, Informal Networks

Culture
25.01.18 Case 4 Discussion Organigraphs: Drawing How Companies Really Work
Culture is Not the Culprit

Session 12 Organizational Jones Ch. 9, Winning Race with Ever Smarter Machines
Design &
05.02.18 Baseball, Football & Basketball: Business How Smart Connected Products are Transforming
Technology Models Companies
Organizing for the Future
Module 3
Session 13 Integrating Case Case 5 Discussion
06.02.18 Do You Have a Well Designed
Organization?

Session 14 Midterm Newspaper Based Exercise: Identification and Application of Concepts.

Exercises
13.02.18
Module 4

Session 15 Organizational Jones Ch. 10, Blueprint for Cultural Change

Change
16.02.18 Accelerate How CEO of Siemens Using a Scandal to Change
Quiz 3 on 16.02.2018

Session 16 Organizational Jones Ch. 12, The Decision Driven Organization

Decision Making
17.02.18 Case 6 Discussion Adhocracy for an Agile Age

Session 17 Innovation, Jones Ch. 13 Is Your Company Ready for Open Innovation?
Creativity &
16.03.18 The Ambidextrous Organization
Intrapreneurship

Session 18 Power & Politics Jones Ch.14,

in Organizations
17.03.18 Case 7 Discussion

Session 19 Organizational Jones Ch. 11, The Biology of Corporate Survival

Transformations
20.03.18 Two Routes to Resilience

Session 20 Course Recap Case 8 Discussion Getting Reorganizations Right

21.03.18 Five Steps to implement Beyond Holacracy Hype
Why leadership training fails and what to do about it?
.
*May update the reading list during the course, Additional short cases are discussed in various sessions
# Some of the mentioned dates may change due to XAT interviews