Students registering in grouped study mode are advised that there may be some differences in the evaluation and course materials information indicated below. To obtain the most up-to-date information, contact the Faculty of Business Student Support Centre at 1-800-468-6531.
Overview
Organizational analysis examines the behavioural and structural aspects of organizations. Although both levels of analysis are needed to understand organizations, the field is usually divided into two specific areas of study: organizational behaviour and organization theory. The former comprises the interpersonal (micro) aspects of organizations, while the latter includes the structural (macro) aspects.
This course focuses primarily on the structural aspects of organizations, though it also reflects on the relationship between structure and behaviour. If you are interested in learning more about the behavioural aspects of organizations, you are encouraged to take ORGB 364: Organizational Behaviour. In this course, you will learn about the ways in which managers seek to promote organizational effectiveness through internal structures and processes. To do that, you will analyze
how organizations are structured within the context of their larger social, political, and economic environments;
why systems of control and coordination vary across organizations and change over time; and
how organizational theory can contribute towards improving the design and management of organizations.
Outline
Lesson 1: Organizations and Theory
Lesson 2: Strategy and Structure
Lesson 3: The External Environment
Lesson 4: Interorganizational Relationships
Lesson 5: Designing Organizations for an International Environment
Lesson 6: Designs for Societal Impact
Lesson 7: Designs for Manufacturing and Service Technologies
Lesson 8: Designs for Digital Organizations and Big Data Analytics
Lesson 9: Organizational Size, Life Cycle, and Decline
Lesson 10: Organizational Culture and Control
Lesson 11: Innovation and Change
Lesson 12: Decision-Making Processes
Lesson 13: Conflict, Power, and Politics
Learning outcomes
After completing this course, you should be able to:
Analyze how organizations are structured within the context of the larger social, political, and economic environment.
Analyze why systems of control and coordination vary across organizations and change over time.
Analyze how organizational theory may contribute towards improving the design and management of organizations.
Analyze how the larger social environment affects organizational cultures and processes.
Evaluation
Credit activities for ORGB 326 consist of 13 quizzes and three assignments. Your final grade is determined by a weighted average of the grades you receive on these activities. To receive credit for this course, you must achieve an average grade of at least D (50 percent or better) on the three assignments and an overall composite grade of at least D (50 percent). The following chart summarizes the evaluation activities:
Activity
Weight
Complete by
Quizzes 1–13
39% (3% each)
After each lesson
Assignment 1
21%
After Lesson 4
Assignment 2
20%
After Lesson 8
Assignment 3
20%
After Lesson 13
Total
100%
To learn more about assignments and examinations, please refer to Athabasca University’s online Calendar.
Materials
Daft, R. L. (2021). Organization theory and design (13th ed.). Cengage learning. ISBN: 978-0-357-44514-3 (eText)
The challenge for credit process allows you to demonstrate that you have acquired a command of the general subject matter, knowledge, intellectual and/or other skills that would normally be found in a university-level course.
Full information about challenge for credit can be found in the Undergraduate Calendar.
Evaluation
To receive credit for the ORGB 326 challenge registration, you must submit three assignments and achieve receive an average grade of D (50 percent) or better on the assignments.
Athabasca University reserves the right to amend course outlines occasionally and without notice. Courses offered by other delivery methods may vary from their individualized study counterparts.