HOLY ANGEL UNIVERSITY
SCHOOL OF BUSINESS AND ACCOUNTANCY Graduate School of Business
Master of Business Management
COURSE OUTLINE: ORGANIZATION THEORY (GSORTHE) PROFESSOR: DR. JAIME V. CORTEZ Frist Trimester, SY 2016-2017
Holy Angel University VMGOs
Vision: To become a role-model catalyst for countryside development and one of the most influential, best-managed Catholic universities in the Asia-Pacific region.
Mission: To offer accessible quality education that transforms students into persons of conscience, competence, and compassion.
Core Values: Christ-Centeredness, Integrity, Excellence, Community, and Societal Responsibility Strategic Objectives:
1. Academic Quality and Organizational Excellence 2. Authentic Instrument for Countryside Development 3. Great University to Work for
4. Faithful Catholic Education Graduate School of Business VMGOs Vision Statement
A premiere graduate business education in the Asia-Pacific Region dedicated to helping professional, entrepreneurs and public servants become competent and socially responsible leaders and to contribute to countryside development.
Mission
To provide advanced and high quality business education in the field of management, accountancy, entrepreneurship, public governance and hospitality to professionals and leaders through a wide range of relevant, educational experience.
Goal
To provide our sincerest service to our graduate students as we are committed to the shared ideals of integrity, excellence, community service and societal responsibility.
GSB Strategic Objectives
1. To offer programs which are more relevant and responsive to the shifting needs of the real world.
2. To promote practitioner-research oriented that will allow us to participate in the furtherance of knowledge and elevate our GSB programs to higher level of excellence.
3. To forge and maintain strategic functional linkages and/or partnership with academic institutions, relevant organizations, national government agencies and local government units for knowledge transfer, sharing of resources and advocacy training for public service.
4. To act as reputable workplace preferred by faculty members who are experts in their corresponding fields and proficient in interdisciplinary and multi-disciplinary approaches in teaching.
5. To foster culture that promotes integrity, innovation, and the highest ethical standards in the Catholic context.
MBM Program Educational Objectives
1. Students will be able to apply quantitative and qualitative research in the solution of business problem.
2. Students will be able to integrate interdisciplinary and multidisciplinary perspectives in approaching management problems, issues and concerns.
3. Students will be able to apply business analytical tools in solving problems arising in corporate finance and management.
4. Students will be able to distinguish the strategic dimensions of total quality management in the manufacturing, service and other industry related businesses.
5. Students will be able to judge whether business practices conform to the ethical standards in business.
HAU Strategic Objectives GSB Strategic Objectives MBM
Program Educational Objectives
Institutional Students’
Learning Outcomes 1. Academic Quality and
Organizational Excellence
1. To offer programs that are more relevant and responsive to the shifting needs of the real world.
#1, #2, #3 and #4 Civic and Global Learning
Applied and Collaborative Learning
Critical and Creative Thinking
2. Authentic Instrument for
Countryside Development 2. To promote practitioner- research oriented that will allow us to participate in the furtherance of knowledge and elevate our GSB programs to higher level of excellence.
#1, #2, #3 and #4 Civic and Global Learning
Applied and Collaborative Learning
Critical and Creative Thinking
3. To forge and maintain strategic functional linkages and/or partnership with academic institutions, relevant organizations, national government agencies and local government units for knowledge transfer, sharing of resources and advocacy training for public service.
#1, #2, #3 and #4 Civic and Global Learning
Applied and Collaborative Learning
Communication and Interpersonal Skills
3. Great University to Work For
4. To act as reputable workplace preferred by faculty members who are experts in their corresponding fields and proficient in interdisciplinary and multi-disciplinary approaches in teaching.
#5 Communication and
Interpersonal Skills
Valuing and Ethical Reasoning
4. Faithful Catholic Education 5. To foster culture that promotes integrity, innovation, and the highest ethical standards in the Catholic context.
#5 Valuing and Ethical
Reasoning
Communication and Interpersonal Skills
Course Learning Outcomes
At the end of the course, the student should be able to
1. Discuss the management evolution and understand how it could affect future managers.
2. Identify and assess ethical issues and social responsibility involved in business situations.
3. Explain how managers deal with uncertainty and the techniques they use to manage internal environment.
4. Understand and practice the concepts and principles of Management Functions: Planning, Organizing, Leading and Controlling.
5. Describe how managers make decisions on technology and innovation.
6. Apply management principles in proposing solutions in business problems presented in case studies.
Course Description This is a study of formal organizations. Emphasis is placed on the relevance of theoretical models and empirical studies on administrative
practice and development in the Philippines. Apart from inter-and-transorganizational relationships, two other major topics are discussed: organizational structure and organizational processes. In the former, the topics discussed include dimensions and determinants of organizational
structure. In the latter, the topics include goal-setting, decision-making, communication, control, conflict management, innovation and growth. The course also deals with the different theories and concepts of organizations and how they are applied in the Philippine Administrative System. The complexity and expand of the coverage of the Philippine Government organizational structure, the various processes of administration, human resources and among others in the government service, make the Philippine Government the most complex of all the organizations presently existing in the country today.
No. of units 3 units
Requirements
There will be two (2) major examinations for the entire trimester, a mid-term exam and a final exam. Quizzes, active participation, and assignments shall also be required to evaluate student performance based on the readings.
Course Content
Meeting Topic Readings
1 I. Organizing for
Organization Theory?
A. “My Theory of Organization”
1,000 words maximum, excluding diagrams Include references/bibliography).
1. Miles, R. et al. “Organizing in the Knowledge Age” in Academy of Management Executive, II:4 (1997)
2. Oliver, A. and K. Montgomery. “Creating a Hybrid Organizational Form from Parental Blueprints: The
B. Method Emergence and Evolution of Knowledge Firms” in Human Relations, LIII: 1(2000)
2 II. Forever Beginning?
A. How Does “It”
Start?
3. Decker Pierce, B. and R. White, “The Evolution of Social Structure: Why Biology Matters”.
4. Usher, J. “Monkeys to Managers: A Bridge Too Far?”
5. Jones, O. “Scientific Management, Culture and Control:
A First-Hand Account of Taylorism in Practice” in Human Relations, LIII: 5 (2000)
B. How Does “It” Start? 6. Mayo, E. The Human Problems of an Industrial Civilization, Macmillan, 1933
7. Weber, M. The Theory of Social and Economic Organization, Free Press, 1947
8. Hummels, H. and J. de Leede. “Teamwork and Morality:
Comparing Lean Production and Sociotechnology” in Journal of Business Ethics, XXVI (2000)
9. Silos, L. Management and the Tao, AIM, 1998 10. Sun-Tzu, Art of War.
11. Dunnigan, J. and D. Masterson, The Way of the Warrior, Dunne Books, 1997
3 III. Forever Beguiling?
A. How Does “It”
Jumpstart?
12. Moorman, C. and A. Miner. “Organizational
Improvisation and Organizational Memory” in Academy of Management Review, XXIII: 4 (1998)
13. O’Connor, E. “Plotting the Organization”.
14. Marshak, R, et al “From Outer Worlds to Inner Worlds”.
B. How Did “It”
Jumpstart?
15. Maslow, A. Motivation and Personality, Harper & Row, 1954
16. Selznick, P. Leadership in Administration. Harper &
Row, 1957
4 IV. Structuring and
Nurturing A. What is “It”?
17. Schumacher, E. Small Is Beautiful.
18. McCraw, ed. The Essential Alfred Chandler, HBS, 1988 19. Hammer and Champy, Reengineering.
B. What will “It” be? 20. Grove, Only The Paranoid Survive.
5 V. Theorizing for Organization Theory?
21. Peace Is Every Step.
22. Jesus, The CEO.
Expectations from Students
Students are held responsible for meeting the standards of performance established for each course. Their performance and compliance with other course requirements are the bases for passing or failing in each course, subject to the rules of the University.
The students are expected to take all examinations on the date scheduled, read the assigned topics prior to class, submit and comply with all the requirements of the subject as scheduled, attend each class on time and participate actively in the discussions.
Furthermore, assignments such as reports, reaction papers and the like shall be submitted on the set deadline as scheduled by the faculty. Extension of submission is approved for students with valid reasons like death in the family, hospitalization and other unforeseen events. Hence, certificates are needed for official documentation. Likewise, special major examination is given to students with the same reasons above. Attendance shall be checked every meeting. Students shall be expected to be punctual in their classes. And observance of classroom decorum is hereby required as prescribed by student’s handbook.
Academic Dishonesty
It is the mission of the University to train its students in the highest levels of professionalism and integrity. In support of this, academic integrity is highly valued and violations are considered serious offenses. Examples of violations of academic integrity include, but are not limited to, the following:
1.Plagiarism – using ideas, data or language of another without specific or proper acknowledgment. Example: Copying text from the Web site without quoting or properly citing the page URL, using crib sheet during examination. For a clear description of what constitutes plagiarism as well as strategies for avoiding it, students may refer to the Writing Tutorial Services web site at Indiana University using the following link: http://www.indiana.edu/~wts/pamhlets.shtml. For citation styles, students may refer to http://www.uwsp.edu/psych/apa4b.htm.
2. Cheating – using or attempting to use unauthorized assistance, materials, or study aids during examination or other academic work. Examples: using a cheat sheet in a quiz or exam, altering a grade exam and resubmitting it for a better grade.
3. Fabrication – submitting contrived or improperly altered information in any academic requirements. Examples: making up data for a research project, changing data to bias its interpretation, citing nonexistent articles, contriving sources.
(Reference: Code of Academic Integrity and Charter of the Student Disciplinary System of the University of Pennsylvania at http://www.vpul.upenn.edu/osl/acadint.html).
Policy on Absences
1. A student who incurs two (2) absences in any subject shall be given a mark of “FA” as his final rating for the trimester, regardless of his performance in the class.
2. Attendance is counted from the first official day of regular classes regardless of the date of enrolment.
Grading System (Campus ++): Grading System. Student Catalogue (2011), Graduate School, Holy Angel University)
Grades Percentage Grade General Classification
1.0 97 – above Outstanding
1.25 94 – 96 Excellent
1.50 91 – 93 Superior
1.75 88 – 90 Very Good
2.00 85 – 87 Good
5.00 Below 85 Failed
6.00 FA Failure Due to Absences
8.00 UW Unauthorized Withdrawal
9.00 DRP Dropped with Permission
Assessment Criteria for Written examination
Grades Percentage Grade General Classification
1.0 97 – above Outstanding
1.25 94 – 96 Excellent
1.50 91 – 93 Superior
1.75 88 – 90 Very Good
2.00 85 – 87 Good
