Readings:         There is no text for this course.  All readings (other than cases) are available in the  bookstore as a course pack.  Cases are available separately in the book store.  

Theme:             This is a basic course in organizational structure and behavior focusing on high tech companies and new product development teams.  The course is designed to give you a basic understanding of:

1) how the organizations within which you work operate,

2) how teams, especially project teams, within those organizations operate,

3) how the overall organization affects the functioning of teams,

4) how  inter-organizational relations are managed.

Topics covered include organizational structure and functioning, organizing for innovation, power and influence in organizations, the nature of teams, management and leadership of teams, marketing and financial aspects of leading teams, and strategic alliances.                                               

The course will stress current theories, concepts and techniques using a combination of  readings, cases and guest speakers.

Grading:           Presentation (20%), final exam (40%), paper (40%)

 

Presentation

Every week 1 or 2 students using transparencies will each make a 15 minute oral presentation followed by about 5 minutes for questions.  The assignment will be to apply the course material discussed the previous week to an actual situation in your company or elsewhere.

Due to time pressures I must hold you exactly to the allotted time, so rehearse your presentation to insure it covers no more than 15 minutes.

Please prepare hard copies of your presentation for the class.

 

Final exam

 

Paper

Write a maximum 10 page (figures, tables not included) double-spaced paper (font size 12, one inch margins) on some topic relevant to the course's subject matter.  Emphasize your analysis and opinions using class material to help you.  Put your name on the cover sheet only.

Discuss your topic with me before starting your paper.

Guidelines for Doing Well on the Paper:

1. Select an issue or problem that is relevant to the course material

2. Apply the course material to help understand and solve the issue or problem

3. Emphasize your analysis of the issue or problem, make recommendations, and express your opinions

4. Consider the difficulties in  implementing your recommendations and how you would deal with these difficulties

5. Keep descriptions (e.g. of any organization you study) to the bare minimum that will give the professor an understanding of what is going on.

Paul Menton     Students with disabilities requiring academic accommodations are encouraged to contact a coordinator at the Paul Menton Center to complete the necessary letters of accommodation.  Then, make an appointment to come and discuss your needs with me at least two weeks prior to the first in-class or ITV test.  This is to insure sufficient time to make the necessary accommodation arrangement.  There is a deadline for submitting completed forms to the Paul Menton Center.

 URL:   www.sce.carleton.ca/courses

Class Schedule

Sep 12             Introduction                                         

Sep 19             Organizational Structure and Functioning

Mintzberg 1983, Ch.1 “Foundations of Organizational  Design,” pp.1-22 only

                        Nadler and Tushman 1988

Sep 26             Organizing for Innovation

Tushman and O’Reilly 1997, Ch. 7 “Managing Innovation Streams in Ambidextrous 

Organizations”

Schoonhoven and Jelinek 1997

Oct  3              Power and Influence in Organizations

Salancik and Pfeffer 1977

Thomas 1994, Ch. 3 “Between Invention and Convention”

Oct 10             Teams

Mohrman et al. 1995, Ch. 2  “Exploring the Contours of a Team-Based Organization”

Speaker on managing and leading teams

Oct 17             Management and Leadership of Teams

Mohrman et al. 1995,  Ch. 5 “Clarifying Management Structure and Roles”

Gerwin 1999

Oct 24             Temporary Teams (New Product Development)  

Clark and Wheelwright 1992

Case: Quantum Corporation-Business and Product Teams

Oct 31             Permanent Teams (Manufacturing)

Gerwin and Kolodny 1992, Ch.7 “Socio-Technical Systems and Product-

Focused Forms,” pp.141-161only

                        Betcherman, Newton and Godin 1990

Nov  7             Determining and Using Market Requirements

Ulrich and Eppinger 2000, Ch. 4 “Identifying Customer Needs”

Von Hippel 1986

                         Hauser and Clausing 1988

Nov 14            Product Costing in NPD Projects                                   

Hansen et al. 1998, Ch. 4 “Activity Based Costing”

                        Case: AT&T Paradyne

Speaker on Activity Based Costing            

 Nov 21            Managing Strategic Alliances                                  

Kanter 1994

Doz and Hamel 1998, Ch. 2 “Discovering Value in Alliances” 

Doz and Hamel 1998, Ch. 5 “Designing  for Cooperation”  

Nov 29            Discussion of Term Papers

      References

Betcherman, G., K. Newton. and J. Godin, "Systems and People: Managing Socio-Technical Change at Pratt & Whitney Canada," Two Steps Forward: Human Resource Management in a High-Tech World, Economic Council of Canada, 1990.

Clark, K. B. and S. C. Wheelwright, "Organizing and Leading 'Heavyweight' Development Teams," California Management Review, Vol. 34, No. 3, Spring 1992, pp. 9-28.

Doz, Y. L. and G. Hamel, Alliance Advantage: The Art of Creating Value through Partnering, Harvard Business School Press, Boston, 1998.

Gerwin, D. “Implementing Team Autonomy in New Product Development,” Business Horizons, Vol. 42, No. 4, July-August 1999, pp. 29-36.

Gerwin, D. and H. Kolodny, Management of Advanced Manufacturing Technology: Strategy,Organization and Innovation, John Wiley, New York, 1992.

Hansen, D., M. Mowen, N. Elias, and D. Senkow, Management Accounting (4th Canadian Ed.) Nelson, 1998.

Hauser, J. R., and D. Clausing, "The House of Quality," Harvard Business Review, May-June, 1988, pp.63-73.

Kanter, R. M., "Collaborative Advantage: The Art of Alliances," Harvard Business Review, July-            August 1994, pp.96-108.

Mintzberg, H., Structure in Fives: Designing Effective Organizations, Prentice-Hall, Englewood Cliffs N.J., 1983.

Mohrman, S. A., S. G. Cohen and A. M. Mohrman, Designing Team-Based Organizations: New Forms for Knowledge Work, Jossey-Bass, San Francisco, 1995.

Nadler, D. and M. Tushman, "Strategic Linking: Designing Formal Coordination Mechanisms," in M. Tushman and W. Moore (eds.), Readings in the Management of Innovation, Ballinger, Cambridge, Mass., 1988, pp.469-486.

Salancik, G.R. and J. Pfeffer, “Who Gets Power-And How They Hold on to It: A Strategic Contingency Model of Power,” Organizational Dynamics, Winter 1977.

Schoonhoven, C. B., and M. Jelinek, “Dynamic Tension in Innovative, High Technology Firms: Managing Rapid Technological Change Through Organizational Structure,” in M. L. Tushman and P. Anderson (eds.) Managing Strategic Innovation and Change, Oxford University Press, New York, 1997, pp. 233-254.