Organizational Analysis
date_range Débute le 27 mars 2017
event_note Se termine le 12 juin 2017
list 11 séquences
assignment Niveau : Introductif
label Gestion d'Entreprise
chat_bubble_outline Langue : Anglais
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4.7 /5
Avis de la communauté
52 avis

Les infos clés

credit_card Formation gratuite
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En résumé

In this introductory, self-paced course, you will learn multiple theories of organizational behavior and apply them to actual cases of organizational change. Organizations are groups whose members coordinate their behaviors in order to accomplish a shared goal. They can be found nearly everywhere in today’s society: universities, start-ups, classrooms, hospitals, non-profits, government bureaus, corporations, restaurants, grocery stores, and professional associations are some of many examples of organizations. Organizations are as varied and complex as they are ubiquitous: they differ in size and internal structure; they can entail a multiplicity of goals and tasks (some of which are planned and others unplanned!); they are made up of individuals whose goals and motivations may differ from those of the group; and they must interact with other organizations and deal with environmental constraints in order to be successful. This complexity frequently results in a myriad of problems for organizational participants and the organization’s survival. In this course, we will use organizational theories to systematically analyze how an organization operates and can best be managed. Organizational theories highlight certain features of an organization’s structure and environment, as well as its processes of negotiation, production, and change. Each provides a lens for interpreting novel organizational situations and developing a sense for how individual and group behaviors are organized. Theories are valuable for the analyst and manager because most organizational problems are unique to the circumstances and cannot be solved by simple rules of thumb. Armed with a toolset of organizational theories, you will be able to systematically identify important features of an organization and the events transforming it; choose a theoretical framework most applicable to the observed mode of organizing; and use that theory to determine which actions will best redirect the organization in desired directions. In sum, the course has three goals: to become familiar with a series of real-world organizational phenomena; to learn different theoretical perspectives that can elucidate these phenomena; and to apply these different ways of “seeing” and managing organizations to cases. In such a fashion, the course is designed to actively bridge theory and practice, exposing students to a variety of conceptual tools and ways to negotiate novel situations.

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Le programme

  • Week 1 - Module 1 - Introduction
  • Week 2 - Module 2 - Decisions by Rational and Rule-based Procedures
    In this module, we will present a general introduction and discussion to decision-making in organizations. We will relate various rational system views of organizations that tend to focus on administrative units, or leaders of organizations.
  • Week 3 - Module 3 - Decisions by Dominant Coalitions
    This module will give a more elaborate depiction of that model, and focus on its core process of exchange and coalition formation. Within organizations, you will frequently confront coalitions of interests, and you will come to realize that collective action a...
  • Week 4 - Module 4 - Organized Anarchy
    This module introduces you to the basic features of decision making in organized anarchies, or what some call a “garbage can theory’ of organizations. What do we mean that the decision process resembled an organized anarchy? Well, for example, some of them hav...
  • Week 5 - Module 5 - Organizational Learning
    In this module, we will describe the theory of organizational learning and what it entails. In the most general terms, the organizational learning perspective concerns adaptation and learning from experience. But how does an organization learn? Organizations l...
  • Week 6 - Module 6 - Organizational Culture
    In this module, we will cover organizational culture. We will look carefully at Gideon Kunda’s book, Engineering Culture, to put into question the organizational culture ideal. Within an organizational culture, actors make sense of their existence according to...
  • Week 7 - Module 7 - Resource Dependency Theory
    The theory we will discuss in this chapter is Resource Dependence Theory, and it views an organization in terms of its resource dependencies with other firms in the environment.
  • Week 8 - Module 8 - Networks
    In this module, we will describe how organization’s researchers look at social networks within organizations. In addition, we will describe how some theorists contend there is a network form of organization that is distinct from hierarchical organizations and ...
  • Week 9 - Module 9 - Institutional Theory
    In this module, we will continue our discussion of organizations as open-systems whose survival depends on their relation with the environment. In particular, we will discuss one of the prevailing organizational theories stemming from sociology, called “neoins...
  • Week 10 - Module 10 - Population Ecology and Course Summary
    In this module, we conclude our study of organizations as open systems whose survival and success depends on their reaction to the environment. We introduce a 10th and final theory called “Population Ecology”. There is a long history of work that applies biolo...
  • Week 11 - Final Exam
    Final exam for the course.

Les intervenants

  • Daniel A. McFarland, Professor
    Education, Sociology, and Organizational Behavior

Le concepteur

The Leland Stanford Junior University, commonly referred to as Stanford University or Stanford, is an American private research university located in Stanford, California on an 8,180-acre (3,310 ha) campus near Palo Alto, California, United States.

La plateforme

Coursera est une entreprise numérique proposant des formation en ligne ouverte à tous fondée par les professeurs d'informatique Andrew Ng et Daphne Koller de l'université Stanford, située à Mountain View, Californie.

Ce qui la différencie le plus des autres plateformes MOOC, c'est qu'elle travaille qu'avec les meilleures universités et organisations mondiales et diffuse leurs contenus sur le web.

Avis de la communauté
4.7 /5 Moyenne
Le meilleur avis

This is an excellent and challenging course providing a solid background on organizational analysis. I found it useful not only in respect to management within organizations, but also regarding institutions and policy-making.

le 30 janvier 2018
Quelle note donnez-vous à cette ressource ?
le 5 mars 2018

Great course. You may want to warn future participants of a 3 hour final exam :)Great content. The fireside chats were informative however since I took the course offline, they seemed a bit off topic. The content is definitely well researched and compiled.

le 4 février 2018

This course is really great to solidify the concepts about organizations as a whole. It digs in the academic as well as the pratical use cases. Only caveat is that it is too centered on examples from the teaching environment (shools) and public sector in the West. No perspective on organizations in other parts of the globe. It lacks a bit of examples from real life and there should be more tertimonies from third parties, videos, interviews. We have only one view here.In spite of these limitations, I highly recommended it.

le 30 janvier 2018

This is an excellent and challenging course providing a solid background on organizational analysis. I found it useful not only in respect to management within organizations, but also regarding institutions and policy-making.

le 28 janvier 2018

Very interesting course. It provides a broad perspective on how organizations are structured and shaped, with lots of theory as well as practical examples and cases. Well done!

le 23 janvier 2018

This is an excellent course. I learned a ton. It provides a fantastic framework of ways to think about organizations and the work they do (or don't do).

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