Washington University Of Virginia 4302 Evergreen Lane Suite

Washington University Of Virginia4302 Evergreen Lane Suite 102 Annand

Washington University Of Virginia4302 Evergreen Lane Suite 102 Annand

WASHINGTON UNIVERSITY OF VIRGINIA 4302 Evergreen Lane Suite 102, Annandale, VA COURSE SYLLABUS BUS 510E ORGANIZATION THEORY Instructor: Dr. Hugo W. Kim Semester: Fall 2015 Course Type: MBA Program Requirement for MBA Class Hours: Tuesday 12:15 – 2:45 PM Class Room: Room 300 E-Mail Address: [email protected] Telephone (Mobile): For personal academic consultation, pleases make an appointment previously. COURSE DESCRIPTION Organization Theory teaches how to create and manage an organization in theory and practice. The manager tries to pursue efficiency - to maximize output by minimizing costs. In order to manage an organization efficiently, the manager deals with the supra-system, system, and subsystem of the organization. The supra-system is the environment that influences the organization globally, regionally, and locally in terms of politics and law, economy, technology, and socio-culture. The supra-system affects the system, but the system also affects the supra-system by interactions. The system - organization itself - consists of several sub-systems including goals and values (mission and objectives), the organizational structure, organizational behavior, human resources, finances, Information technology, supply chain from production to marketing, and control and coordination under corporate leadership. The Subsystems interact each other within the system or organization under the control of the leadership. Once an Input enters the system, which produce output that reenter the system: the feedback continues until output meets the organizational goal. A system's approach to management is a contingency view that seeks to understand the interrelationships within and among subsystems as well as between the organization and its environment, and to define patterns of relationships or configurations of variables through various models and methods. COURSE OBJECTIVES Organizational Management requires students to understand following subject areas: 1. Introduction to Organization Theory: A system's approach to management A Brief History of Organization Theory 2. Organizational Environment and Inter-organizational Relationships 3. Organizational Goals Including Organizational Culture, Social Responsibility, and Ethical Values 4. The Physical Structure of Organizations; and Organizational Size, Life, Cycle, and Decline 5. Organizational Behavior - Psychology 6. Human Resource Management 7. Financial Management 8. Operations and Supply Chain Management Manufacturing and Service Technologies, Innovation and Changes 9. Information Technology for Control and Coordination 10. The Managerial Subsystem: 10-I. Decision-making Processes 10-II. Managerial control and Conflict-Power-Politics 11. Practical Issues and New Directions in Organization Theory TEXTS 1. REQUIRED : Daft, Richard L. Organization Theory and Design , 12th ed. Mason, OH: South-Western, 2015. ISBN-13: ; ISBN-10: . RECOMMENDED : Cummings, Thomas G. Organization Development & Change , 10th ed. Samford, CT: Cengage Learning, 2014. ISBN-13: ISBN-10: . REQUIREMENTS 1. Reading a. Daily basis of textbook reading b. Supplementary reading 2. Writing a Term Paper with Presentation (Required) 3. Tests a. Midterm Examination: Open-Book Take-Home Examination b. Final Examination: Classroom Written Test 4. Homework Assignments: Homework and in-class tasks may be assigned as part of the course material. They are not collected or graded, but active participation is necessary and beneficial to understand related subjects of the course, which will be reflected in the final exam. GRADING POLICY Attendance: 20% (Required by the University) Midterm Exam: 20%; Term Paper: 20%; Final Exam: 40% A-Grade Proportion: Less than 25 percent of Total Students GRADING SCALE (University Standards) Grade A & A- can be endowed up to 25% of the class (Regulation) A 95~100 A- 90~94 B+ 86~89 B 83~85 B- 80~82 C+ 76~79 C 73~75 C- 70~72 D+ 66~69 D 63~65 D- 61~62 F 0~60 I: To be completed within 2 weeks of final exams W: Not computed; no penalty WF: Withdrawal failing after 60% of the class hours; computed as ‘F’ ATTENDANCE POLICY (University Standards) Absence of more than 1/5 of the total classes will result in a failing grade. CLASSROOM CODE (University Policy) 1. No food is allowed in class. (Except for Water); 2. Cell phone use is prohibited in class 3. Questions related to the topic are encouraged and may be asked in the designated time set by the professor. SUGGESTED BIBLIOGRAPHY To be suggested during the sessions CLASS SCHEDULE BUS 510E ORGANIZATION THEORY: FALL 2014 Date Main Subject - Description Remarks August . Introduction to Organizational Management Brief History of Organization Theory Lecture #1 Contact Information September . Organizational Environment and Inter-organizational Relationships Lecture #2 September . Organizational Goals and Values, Organizational Culture, Social Responsibility & Ethics Lecture #3 September . The Physical Structures of Organizations, Size, Life, Cycle, and Decline Lecture #4 September . Organizational Behavior - Psychology Lecture #5 September . Human Resource Management Lecture #6 October 6 Term Paper Preparation - Guidance External Activities October 13 Midterm Examination Take-Home Exam October 20 Reading Week No Class October . Financial Management Lecture #7 November . Operations and Supply Chain Management: Manufacturing and Service Technologies, Innovation and Changes Lecture #8 November . Information Technology for Control and Coordination Lecture #9 November . The Managerial Subsystem I Managerial task and Decision-making processes Lecture #10 November . Managerial Subsystem II Organizational control; Conflict-Power-Politics Lecture #11 December . Practical Issue and New Directions in Theory Term Paper Submission and Presentation Lecture #12 Paper Presentation December 8 Final Examination Classroom Exam A REQUIRED FORMAT OF THE TERM PAPER The term paper must be written by MS Word on the letter-size with 1†margin of all sides by using Time New Roman of Font 11 Regular Style, with 1.5 line space, and endnotes plus references. The volume of a paper is eleven (11) pages excluding endnotes and references (no more than 2 pages of each). The first page is filled only with Abstract and Key words under the topic - author name and affiliation (Washington Baptist University). In addition, one-half page of your Brief Bio (around 250 words) shall be attached to the paper at the end. As indicated in the class schedule, you shall present your paper to the class for 5 minutes, before which professor needs a hard copy of your paper. This is an exercise of how to write a conference paper and its presentation, which you may face at your job with BBA or MBA degree after graduation. (EXPECTED FORMAT OF THE TERM PAPER) (The First Page) The Change of U.S. Stock Prices during the Financial Crisis: James D. Richman Washington Baptist University ABSTRACT ................................................................................................................................................................................................................................................................................................................................................................................................... Keywords: --------------------------------------------------------------------------------------------- INTRODUCTION (1 page - the second page) ISSUE ONE (2 pages) ISSUE TWO (2 pages) ISSUE THREE (2 pages) ISSUE FOUR (2 pages) CONCLUSION (1 page - the last page of main) ------------------------------------------------------------------------------------------- Endnotes (Maximum 2 pages) References (Maximum 2 pages) Brief Bio (a half page or around 250 words) -------------------------------------------------------------------------------------------- (A SAMPLE) WASHINGTON UNIVERSITY OF VIRGINIA BUS 510E ORGANIZATIONAL MANAGEMENT A PROPOSAL OF THE TERM PAPER STUDENT NAME: CONTACT INFORMATION: E-mail Address with Daytime Phone Number RESEARCH TOPIC: “The Impact of the 2009 Stimulus Bill of the Obama Administration on Economic Recovery†1. WHAT The Obama administration initiated ‘‘American Recovery and Reinvestment Act of 2009’’ making supplemental appropriations for job preservation and creation, infrastructure investment, energy efficiency and science, assistance to the unemployed, and State and local fiscal stabilization, for the fiscal year ending September 30, 2009, and for other purposes. The study investigates the impact of this Stimulus Bill on the economic recovery on income or output and employment. 2. WHY This provides a good exercise to apply the concept of IS-LM curve for an expansionary policy at the time of a great depression. This stimulus package generates consumption and investment, which create output and employment, and expedite economic recovery. 3. HOW @ The use of diagrams clarifies the movement of IS-LM curves by the expansionary policy. @ The use of equations is essential to understand monetary and fiscal policies @ The use of empirical data and explanation to explain the policy impact. @ Summary and Conclusion are required to finalize the term paper. 4. OTHER CONSIDERATION If there is any additional information needed, please describe. INTRODUCTION OF PROFESSOR Dr. Hugo W Kim was President and Founder of the East-West Research Institute in the suburban area of Washington, DC. He was the Editor-in-Chief of the International Journal of Korean Studies (IJKS), and served the Council on U.S.-Korean Security Studies (CUSKOS) for its annual conferences. Dr. Kim is interested in political economy and strategic studies, and currently working on a book project entitled " History of Politics and Economy: Theory and Practice " for students of politics and economics as well as general readers. He has published many articles in academic journals and wrote three books including Korean Americans and Inter-Korean Relations (Washington, DC: East-West Research Institute, 2003). He received a B.S. from the Korea Military Academy in Seoul and graduated from the Korean Army Commander and Staff College in Chinhae, South Korea. Receiving his MBPA from the Southeastern University, Dr. Kim earned his M.A. and Ph.D. in Economics from the Catholic University of America in Washington, DC. During his active duty, he experienced various positions in the Korean Army and retired as a Professor of the Korea National Defense University in Seoul, and moved to Fairfax, Virginia with his family. Teaching at the Southeastern University during , Dr. Kim has participated in various research activities in Washington, DC until present. He currently teaches graduate courses at the Washington Baptist University in Northern Virginia. (End of the Proposal)

Paper For Above instruction

The following paper explores the overarching themes of organization theory within the context of modern management, emphasizing both theoretical frameworks and practical applications. It will analyze how organizations function as complex systems, adapting to environmental influences while maintaining internal cohesion to meet their goals effectively. This paper aims to provide a comprehensive understanding of organizational management principles, integrating insights across various subsystems, and discussing recent developments and future directions in the field.

Introduction

Organization theory is a fundamental discipline in understanding how organizations are structured, operate, and evolve in response to internal and external pressures. A systemic approach offers a lens through which managers and scholars can analyze the multifaceted interactions within organizations, emphasizing the importance of viewing organizations as adaptable, goal-oriented systems embedded within broader environmental contexts. The theory has evolved over time from classical management approaches to more sophisticated models that incorporate complexity, contingency, and systems thinking.

In the contemporary landscape, organizations face unprecedented challenges due to rapid technological advancements, globalization, and socio-economic shifts. Hence, understanding the fundamental principles of organization theory is critical for managers seeking to optimize organizational performance, foster innovation, and sustain competitive advantage. This paper examines key concepts such as organizational environment, culture, structure, behavior, resource management, and control mechanisms, illustrating their interconnectedness and relevance in today's complex organizational landscapes.

Organizational Environment and Inter-organizational Relationships

The environment surrounding an organization plays a crucial role in shaping its strategies and operational processes. External factors—including political, economic, social, technological, legal, and cultural influences—constitute what is known as the supra-system. These broad environmental contexts exert pressures that require organizations to adapt through strategic responses such as innovation, diversification, and collaboration.

Inter-organizational relationships further exemplify the dynamic interactions between organizations. These can include partnerships, alliances, joint ventures, and networks, which facilitate resource sharing and capabilities development. Such relationships are essential for companies to navigate complex markets, access new technologies, and comply with evolving regulations, especially in a globalized economy (Sarkar, 2020). The ability to effectively manage these external relationships is pivotal for organizational success in turbulent environments.

Organizational Goals and Culture

Organizations are driven by goals—fundamental aims that define their purpose and strategic direction. These goals are often embedded within a broader organizational culture, which encompasses shared values, beliefs, and norms that influence behavior and decision-making. Ethical values and social responsibility further shape organizational identities and stakeholder perceptions (Schein, 2010). Cultivating a positive culture aligned with corporate goals enhances employee engagement, reputation, and long-term sustainability.

The Physical Structure and Lifecycle of Organizations

Structural configurations of organizations—such as functional, divisional, matrix, or network structures—determine how tasks are coordinated and accountability is maintained. The physical size, age, and developmental cycle of an organization influence its structure and operational strategies. For instance, start-ups tend to favor flexible, organic structures, while mature organizations often implement formalized processes to scale operations (Burnes, 2017). Recognizing the lifecycle stages—launch, growth, maturity, decline—is essential for strategic planning and renewal efforts.

Organizational Behavior and Human Resources

Organizational behavior explores the psychological aspects influencing individual and group actions within organizations. Concepts such as motivation, leadership, communication, and group dynamics are vital for managing human resources effectively (Robbins & Judge, 2019). Human resource management encompasses recruitment, training, performance appraisal, and development strategies aimed at optimizing workforce capabilities and satisfaction.

Financial Management and Operations

Effective financial management involves planning, controlling, and allocating financial resources to support organizational goals (Brigham & Ehrhardt, 2016). Meanwhile, operations and supply chain management ensure the efficient production and distribution of goods and services. The integration of manufacturing, service technologies, innovation, and process improvements is crucial for maintaining competitiveness and responding to market demands (Chopra & Meindl, 2018).

Information Technology and Managerial Decision-Making

Technology plays an indispensable role in contemporary organizations—not only for operational efficiency but also as a tool for control and coordination. Information systems enable real-time decision-making, data analysis, and strategic planning (Laudon & Laudon, 2020). Managerial decision processes involve analyzing internal and external information, assessing risks, and selecting optimal courses of action, often under conditions of uncertainty and conflict (Simon, 2013).

Contingency Approaches and Future Directions

Modern organization theory increasingly emphasizes contingency approaches, which recognize that no single management model applies universally; instead, organizational structures and strategies should align with the specific environmental and internal conditions (Fiedler, 2018). Emerging issues include digital transformation, agile methodologies, organizational learning, and resilience, shaping future organizational development (Srinivasan & Coates, 2021).

Conclusion

Understanding organization theory involves comprehending the complex interplay between various subsystems and their environments. Effective management relies on integrating insights from systems thinking, behavioral sciences, strategic planning, and technological innovation. As organizations continue to evolve amidst economic, social, and technological change, adaptive, flexible, and sustainable organizational practices will become increasingly vital for long-term success. Future research should focus on how emerging digital tools and global interconnectedness will further reshape organizational structures and management paradigms.

References

• Brigham, E. F., & Ehrhardt, M. C. (2016). Financial Management: Theory & Practice (15th ed.). Cengage Learning.
• Burnes, B. (2017). Managing Organizational Change: A Multiple Perspectives Approach. Routledge.
• Chopra, S., & Meindl, P. (2018). Supply Chain Management: Strategy, Planning, and Operation (7th ed.). Pearson.
• Laudon, K. C., & Laudon, J. P. (2020). Management Information Systems: Managing the Digital Firm (16th ed.). Pearson.
• Robbins, S. P., & Judge, T. A. (2019). Organizational Behavior (18th ed.). Pearson.
• Sarkar, M. (2020). Strategic Alliances and Networks: Managing Relationships in Competitive Environments. Routledge.
• Schein, E. H. (2010). Organizational Culture and Leadership (4th ed.). Jossey-Bass.
• Simmons, E. P. (2013). Decision-Making in Organizations. Routledge.
• Fiedler, F. E. (2018). A Contingency Model of Leadership Effectiveness. Advances in Experimental Social Psychology, 5, 149-190.
• Srinivasan, R., & Coates, T. (2021). Digital Transformation and Organizational Resilience: Managing Disruption in the 21st Century. Journal of Business Strategy, 42(2), 45-52.