|Course Title||Managing Organizational Systems|
|Institution||Kharkiv State University of Economics|
The important condition of successful realization of economic reform in Ukraine is improvement of the management of economic activity of the enterprises by creation of effective organizational systems and structures for reaching organization objectives and successful realization its strategy. Organizational systems is the integrating mechanism that integrally unites functions and management, promotes development and acceptance of managing decisions, ensures a managerial effectiveness and applications of the different forms of authority.
For solution the problems of organizational design and development future specialists it is necessary to acquire the essence, significance and place of managing organizational systems, approaches in creating organizational structures, methods of simulation and optimization of the system, criteria of an evaluation of systems efficiency.
The main objectives of the course «Managing Organizational Systems» are: to acquire the main concepts of the theory of organizations and organizational systems with allowance for specifics of the market relations in Ukraine, to receive skills of analysis, designing and reforming of managing organizational systems.
Studying the course the student should acquire knowledge in:
Curriculum and syllabus
Theme 1. Subject, method and problems of organization theory .
Essence and main concepts of the theory of organizations. Nature of economic organizations. Evolution of the modern theory of organizational systems. A system approach in learning organizations. The concept of organizational behavior. The situation and comparative approaches. The institutional and political approach. Laws and principles of organizational systems. Logic of organizations: interests, motivation, mission. The purpose, strategy, structure of organizations. Main principles of construction of organizational systems. Architecture of organizations. The pattern of ownership and organizational - legal status as a basis of creation of a structure of management in organizations.
Readings: M.3,4,8,11. R.1,2,11,14,18.
Theme 2. A conceptual model of organizations and their main characteristics.
Structural basis of a conceptual model of productive and economic organizations. A model of organizations as open systems. Dynamic processes of a system. Primary and managing variables of the organizational system. Influence of the external environment, purposes and strategies, technologies, staff, organizational structure, processes of management, organizational behavior, organizational efficiency. Basics of model development: indicators of performance, technology variables, behavioral variables.
The concept of response of organizations. Industrial response. Competitive response. Innovation response. Enterprise response. Administrative response. Priorities of different types of responses.
Readings: M.1,5,6. R.2,3,6,8,12.
Theme 3. Information-Oriented model of the Organization.
The information, its property and role in the organizational system. The contents and classification of the information. The information characteristics of the process of management. Functions of the enterprise information system, its place in the structure of organizations.
Technologies of information activity. Computers and communication processes. A document circulation. Methods of an evaluation of information streams in organizations. Parameters of information streams.
Readings: M.1,5,9. R.3,10,13.
Theme 4. Coordination and Control Systems.
Concept of multiple criteria in organizational performance. The control process. Components of control systems. Uncertainty and control. Control continuum and structure. Technology and control systems.
Pre-control, current control, finishing control. Main stages of the control process: determination of standards and criterion, collation with real results, coordination of activities.
Profit-centered performance criteria. Behavioral effects of control. Research and development control. Quality control systems.
Readings: M.1,5,7,11. R.16,18,19.
Theme 5. Communications.
The function of communication. General organization model of a communications system. External Structure determinants of communication patterns. Internal structure. Communication patterns shaped by authority structure and technology. Communication overload: behavioral issues, communication and role conflict. Communication and role development. Measurement and prediction. Research on communication. Communication and technology. Work study approaches to communication analysis. Communication networks. Group processes. Social relationships.
Readings: M.1,5,6,9. R.2,4,6,17.
Theme 6. Organization of activity - main function of the enterprise.
Organizational function. Main criteria of construction of effective organizational structures: adequacy, adaptability, flexibility, proportionality, specialization. The external and internal factors influential in an organizational structure. Basic elements of organizational structures. Formal and informal structures. Hierarchy of a structure of management. Levels of a means of management. A classification of subdividing: on functions, on territory, on production, on number. Structure of structural subdividing. Committees, staffs. Function and service in a organizational system. Organigram and its role in an organization. Actual and ideal organigrams. Organigram of services, workers, functions, works.
Readings: M.3,4,10,13. R.4,7.
Theme 7. Centralization and decentralizing in organizational systems.
Centralization and decentralizing of organizational structures. Main strengths and weaknesses. Direct parameters of a measure of decentralizing: an amount of solutions at the lowest levels, importance of solutions, amount of control functions, degree of control. The factors that influence a level of centralization. Decision making and centralization. Relationship of centralization, complexity, and formalization. Problem of subordination in centralized and decentralized structures. A character of authorities. Distribution and delegation of authorities. Object and volume of transfer of authorities. Vertical integration and horizontal cooperation in creation of integrated organizational structures.
Readings: M.3,4,11. R.1,6,8,16.
Theme 8. Main Types of Organizational Structures.
Criteria for a classification of organizational systems: on technology, on size, on production, on the consumers, under the strategy, methods of management. Organizational systems and structures.
Scheme of construction and tags of main types of structures of management. Linear, functional, linearly – functional, matrix structures.
Features of organizational structures of management of firms at the present stage. Modern types of organizational structure in countries with market economies: bureaucratic, functional, divisional, adaptive.
Readings: M.2,3,10,11. R.2,5,9.
Theme 9. Management Situations in Organizational Systems.
Sign of an administrative situation. A classification of administrative situations: on degrees of determinacy, on number of faces accepting solutions, on the contents of solutions, on importance and validity of decisions. The characteristics of a situation, degree of uncertainty of a situation. Parameters of choice, principles of the coordination allowed and optimum solutions. An information model of process of decision making. Features and classification of administrative decisions. Preparation, acceptance, realization of decisions. Technology and procedures of making decisions. Mechanisms of decision making: a general management, installation of the rules, development of the plans, organization of target groups. Operating, strategic and organizational rules.
Readings: M.1,8,13. R.3,6,8
Theme 10. Decision models for Organization Systems.
Contents, main concepts and categories of a problem of decision making. Character and main types of decisions. Formalizing of the purposes and limitations. Finding the best and worst solutions. Alternate solutions. A qualitative evaluation of advantages and defects of possible solutions. Probability of realization of decisions. An absolute and relative evaluation of decisions. The principle of sequential decrease of uncertainty of a decision. The strategies of behavior behind making decisions: optimistic, pessimistic, rational. Creation of choice of management decisions. Individual and group choice. A vector of advantages. Principles of group choice. Definition of effective decisions. Authority, hierarchy, control in a context of decision making. Structural conditions of decision making. Procedures of choice in organizational space. Logic of collective solutions.
Readings: M.1,6,10. R.3,4,6.
Theme 11. Strategies for Organizational Design.
The objectives of organizational design. Problems and main principles of design. Alternative organizational design. Organizational environment and design. The organizational design decision tree. The system approach in designing a structure. External and internal designing of organizational systems. The analysis and synthesis in system design. The purposes and problems of structural analysis. Main stages and process of organizational designing. Organizational project for enterprises. Kinds of projects. Design and diagnostic methods of developing an organizational project.
Readings: M.3,6,11. R.4,5,14,15.
Theme 12. Methods and Techniques of Organizational Design for different types of structures.
Types of organizational systems as objects of designing. Rational («mechanic») and natural («organic») models of the organizational system. Features of the characteristics of different types of organizational systems. The problem «synthesis of a structure». Definition and distribution of functions, classification of operations on subdividing, definition of number of staff, delegation of authorities, limitation of a sphere of control. The problem «synthesis of processes». Planning coordination, control, decision making, information processes, Innovation processes. The problem «situation choice». A classification of structures on parameters of uncertainty (variability) of the environment and complexity (novelty) of technologies.
Readings: M.5,7,13. R.16,19.
Theme 13. Diagnosing organizations for change.
Organizations and their changing environments. The nature and causes of change. Organization structure and change. Cultures for change. The politics of change. The leadership of change. Creating acceptance for change. Monitoring performance, measuring effectiveness. Efficiency and effectiveness. Organizational diagnosis questionnaire. The change equation. Options for change. Managerial skills for effective organizational change.
Readings: M.2,12. R.5,9,15,17.
Theme 14. Strategies for managing change.
Hard systems models of change. Systematic approaches to change. Soft systems models for change. Organization development – philosophy and underlying assumptions. Establishing parameters for understanding organizational change. External versus internal bases for change. Linking the organization to change. Launching and diffusing change. Management options in change. Level of uncertainty. Change parameters. Change - behavioral issues. Obsolescence. Career-path model. Individual and company viewpoints in change.
Readings: M.2,12. R.5,9,15,17.
System approach in an evaluation of efficiency. Effectiveness and efficiency. External and internal efficiency. The system of parameters and criteria in evaluation of efficiency of organizations. A process model for analyzing effectiveness. Goal optimization. Systems perspective. Behavioral emphasis. Effective and ineffective organizations. Situation selection of criteria. A combination of objective economic parameters and parameters of subjective market behavior of effective organizations. Distribution of criteria of efficiency on blocks of a model of the organizational system.
Application of the most widespread criteria (profitability, adaptability, survival, development, efficiency).
Readings: M.5,7,9,11. R.7,12,13.
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