Syllabus

Organizational Management

Lecturer:
Mirjana Borota-Popovska, Ph.D.
mborota@isppi.ukim.edu.mk

Teaching Assistant:
Vesna Zabijakin-Chatleska, MA
vcatleska@yahoo.com

A) Course description

The course is designed for the students of the MA Program in Political Management at
the Political Science Department. This is an obligatory course. The course Organizational
Management deals with the theory and practice of organizational processes, forms of
organizing and their management. The key concepts of the course include basic
management functions, behavioral aspects of management, as well as contemporary
tendencies in the theory of organizational management.
The field of study consists of organization, mutual conditionality of the
environment and organization, as well as the impact of individuals and groups on the
organization and vice-versa. Mostly, the contents of the course is focused on the
leading/managing processes and provides the students with an in-depth understanding of
organizational sub-systems and their integration, in order to achieve high organizational
performances.
The course design does not rely only on abstract theories; rather it involves broad
real-life examples. The idea is to appeal to students on a practical level and provide
insight and meaningful information for them to succeed in their future “working life”.
This course explores new management ideas in a way that is interesting and valuable for
the students, while retaining the best of traditional management thinking.

1. Aims of the course

This course aims to enable participants to cope with major issues that managers confront
with, while managing profit or non-profit organizations.
The aim of the Organizational Management course is to provide students with
sound knowledge in the organization phenomenon and organizational system processes
and train them for successful fulfillment of their management role. Focusing on the
future of organizational management, by identifying and describing emerging elements
and examples of the new workplace, the students will be acquainted with the changing
management paradigm, creating a confidence that they can understand and master it.
At the same time, the aim of the course is to develop critical thinking, creativity
and analytical skills by actively involving students in the seminar paper.

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2. Teaching techniques
The course will be delivered through lectures and seminars integrating class teaching,
power point presentation, case method, class discussions, individual and group
presentations and discussions. The seminars will mostly include student oriented
interactive teaching methods with various teaching techniques: case studies, exercises,
individual and group work, presentation and discussions. The students will practice team
work, oral presentation and written reports. Student assignments will be given before
each seminar and it will be very useful to read the assigned parts before class discussions
and exercises. Half of the time will be dedicated to seminars.

3. Expected learning outcomes

This course will provide assistance to students in building their own organizational,
communicational, managerial and leadership skills and enable them to face the challenges
of successful solving of complex organizational problems, while working in a modern,
rapidly changing environment. After completing the course, students will acquire
competencies for managing working and political processes and skills and professional
exercising of management tools as a part of their business activities.

B) Grading policy (compatible with Departmental standards)

Attendance, activity and in class participation 20%

Project assignment
(research projects; seminar work; presentations) 20%

Exam 60%

C) In class policies

1. Bringing food during class hours is strictly prohibited.

2. Cell phones, PDA's, beepers and other electronic communication devices can not be
used during the class, and should at least be set not to make noises, if they are not totally
turned off.

D) Expectations from the students

1. The students are expected to read the obligatory literature before coming in class. That
is the main precondition for quality of lectures and discussions.

2. For a better and more thorough understanding of the reading material the students
should pay due attention to the following:

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• What is the main argument in the text? What is the author aiming at and what is the
main point? What is the theory if one exists in the text?
• Make comparisons. To how many examples does the author points to? What is the
purpose of the author when comparing the examples?
• Factors and Variables. Which factors have the strongest influence on the
argumentation of the author?
• Look for mistakes in the author's logic of argumentation! Are the hypothesis valid in
the given context.
• Methodology. What is the author's methodology (statistical methods, descriptive
explanations, historical analysis, content analysis, case studies, ect)
• Does the data support the author's arguments? Are there enough evidence to support
the argumentation and do the evidence go in the same line with the arguments?

3. The students are expected to prepare their assignments for the seminars thoroughly.
Case studies examples will be made available, however students are expected to research
the topics outside the class as well.

4. The students should prepare project paper titled “Current management situation and
possible improvements of XX company”. The content of the paper will cover the actual
situation of the company: organizational structure, planning process, HRM processes,
leadership style and controlling, and according to their analyses and diagnosis they
should write recommendations for improvements. All papers will be presented in front of
other colleagues.

E) Course content and obligatory readings

1. Introduction to Organizational Management

 Managers and Managing. What is Management?

 Achieving High Performance: Efficiency and Effectiveness
 Managerial Functions; Types of Managers; Managerial Roles and Skills
 Challenges for Management in a Global Environment
 How to analyses a business policy case (Guidelines for preparing case analyses)

Seminar: Exercise - “Lost at the sea”

Obligatory reading:
Jones, G. R. and George, J. M. (2003) Contemporary Management (third edition). New
York: McGraw-Hill, (Chapter 1)

Recommended reading:
Daft, R. L. (2007) Management: The New Workplace. Mason: Thomson South - Western
Weihrich, H. and Koontz, H. (1998) Menadzment (10-to izd.). Zagreb: Mate

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2. The Evolution of Management Theory

 Scientific Management Theory

 Administrative Management Theory
 Behavioral Management Theory
 Management Science Theory
 Organizational Environment Theory

Seminar: Discussion about the film “Modern times”-Charlie Chaplin; Small group
breakout exercise - Modeling an open system; Case study: “Mr. Edens profits from
watching his workers’ every move”-The Wall Street Journal

Obligatory reading:
Jones, G. R. and George, J. M. (2003) Contemporary Management (third edition). New
York: McGraw-Hill, (Chapter 2)

Recommended reading:
Weihrich, H. and Koontz, H. (1998) Menadzment (10-to izd.). Zagreb: Mate
Petkovic, M., Janicijevic, N. and Bogicevic, B. (2003) Organizacija. Teorije, Dizajn,
Ponasanje, Promene (drugo izdanje). Beograd: Ekonomski fakultet
Shafritz, J. M. and Steven Ott, J. (1996) Classics of Organization Theory (fourth edition). Fort
Worth: Harcourt Brace College Publishers

3. The Environment of Management

 What is Organizational Environment (Task Environment; General Environment)

 Managing the Organizational Environment
 Managerial Ethics and Corporate Social Responsibility
 Managing the Global Environment

Seminar: Case study about changing environmental forces and their affect on mangers
and their companies.

Obligatory reading:
Jones, G. R. and George, J. M. (2003) Contemporary Management (third edition). New
York: McGraw-Hill, (Chapter 5; Chapter 3, pp. 89-111; and Chapter 6)

Recommended reading:
Jones, R. G. (2004) Organizational Theory, Design, and Change. (fourth edition). Pearson
Education International
Daft, R. L. (2007) Management: The New Workplace. Mason: Thomson South - Western
Weihrich, H. and Koontz, H. (1998) Menadzment (10-to izd.). Zagreb: Mate
Johnson, G. & Scholes, K. (1999) Exploring Corporate Strategy (6th edition),
International edition: Prentice Hall/Financial Times.
Borota-Popovska, M. (2004) Delovna etika. Skopje

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4. Managerial Decision Making; Organizational Planning and Goal Setting

 The Nature of Managerial Decision Making

 Steps in the Decision Making Process; Cognitive Biases and Decision Making
 Group Decision Making
 Managerial Decision Making and Information Technology (MIS)
 An overview of the Planning Process
 Determining the Organization’s Mission and Goals
 Formulating Strategy (Strategies: Corporate-Level, Business-level, and Functional-
Level)
 Planning and Implementing Strategy

Seminar: Exercise 1 - Decision making tree; Exercise 2 - Opening a new business

Obligatory reading:
Jones, G. R. and George, J. M. (2003) Contemporary Management (third edition). New
York: McGraw-Hill, (Chapter 7, pp. 219-237; Chapter 8, Chapter 17)

Recommended reading:
Daft, R. L. (2007) Management: The New Workplace. Mason: Thomson South - Western
Weihrich, H. and Koontz, H. (1998) Menadzment (10-to izd.). Zagreb: Mate
Johnson, G. & Scholes, K. (2002) Exploring Corporate Strategy (sixth edition). Essex: Pearson
Education Limited

5. Managing Organizational Structure

 Designing Organizational Structure

 Grouping Tasks into Jobs: Job Design
 Grouping Jobs into Functions and Divisions
 Coordinating and Integrating Functions and Divisions
 Strategic Alliances, B2B Network Structures, and IT

Seminar: Visit to Delegation of EC in Macedonia and/or Secretary General of the

Government of the Republic of Macedonia or guest speaker from the Secretary General
or Delegation of EC in Macedonia

Obligatory reading:
Jones, G. R. and George, J. M. (2003) Contemporary Management (third edition). New
York: McGraw-Hill, (Chapter 9)

Recommended reading:
Daft, R. L. (2007) Management: The New Workplace. Mason: Thomson South - Western
Jones, R. G. (2004) Organizational Theory, Design, and Change (fourth edition). Pearson
Education International
Weihrich, H. and Koontz, H. (1998) Menadzment (10-to izd.). Zagreb: Mate

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6. Human Resource Management and Diversity

 Strategic Human Resource Management

 The Components of Human Resource Management
 Managing Diverse Employees in a Diverse Environment

Seminar: Exercise - Recruitment and selection process with a stress on selection

interview; Case study: Job analysis as a means of revamping training for the gas industry
in the Nederland

Obligatory reading:
Jones, G. R. and George, J. M. (2003) Contemporary Management (third edition). New
York: McGraw-Hill, (Chapter 11 and Chapter 3)

Recommended reading:
Daft, R. L. (2007) Management: The New Workplace. Mason: Thomson South - Western
Weihrich, H. and Koontz, H. (1998) Menadzment (10-to izd.). Zagreb: Mate
Antony, W. P., Perrewe, P. L., and Kacmar, K. M. (1999) Human Resource Management: A
Strategic Approach (third edition), Fort Worth: The Dryden Press
Armstrong, M. (2003) A Handbook of Human Resource Management Practice (ninth edition),
London: Kogan Page
Dessler, G. (2005) Human Resource Management. (tenth edition), International Edition: Pearson
/Prentice Hall
Torrington, D., Hall, L. and Taylor, S. (2002) Human Resource Management (fifth edition),
London: Prentice Hall
Riley, D. D. (2002) Public Personnel Administration (second edition), New York: Longman

7. Organizational Control and Culture

 Organizational Control Systems and Control Process

 Output Control
 Behavior Control
 Organizational Culture and Clan Control

Seminar: Exercise - What kind of organizational culture do you have in your

organization? ; Case study about differences in organizational cultures and their influence
on control process.

Obligatory reading:
Jones, G. R. and George, J. M. (2003) Contemporary Management (third edition). New
York: McGraw-Hill, (Chapter 10)

Recommended reading:
Daft, R. L. (2007) Management: The New Workplace. Mason: Thomson South - Western
Weihrich, H. and Koontz, H. (1998) Menadzment (10-to izd.). Zagreb: Mate

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Anthony, R. N. and Young, D. W. (1999) Management Control in Nonprofit Organization.
Boston: Irwin/McGraw-Hill
Anthony, P. (1994) Managing Culture. Buchingham: Open University Press
Deal, T. & Kennedy, A. (1998) Corporate Cultures: The Rites and Rituals of Corporate Life.
Lodon: Penguin Books
Popovski, V. (2001) Vlijanieto na organizaciskata kultura vrz delovnosta na
pretprijatijata. Skopje: Ekonomski institut
Pheysey, C. D. (1993) Organizational Cultures: Types and Transformations. London: Routledge

8. Leadership in Organizations

 The Nature of Leadership

 Leadership versus Management
 Trait and Behavior Models of Leadership
 Contingency Models of Leadership
 Transactional and Transformational Leadership
 Gender and Leadership
 The Manager / Leader as a Person: Personality Traits, Values, Attitudes, Moods and
Emotional Intelligence
 Solving Problem Creatively
 Gaining Power and Influence
 Empowering and Delegating
 Time Management and Stress management

Seminar: Guest speaker.

Obligatory reading:
Jones, G. R. and George, J. M. (2003) Contemporary Management (third edition). New
York: McGraw-Hill, (Chapter 13 and Chapter 3, pp. 75-89)
Daft, R. L. (2007) Management: The New Workplace. Mason: Thomson South - Western,
(Chapter 12)
Whetten, D. A. and Cameron, K. S. (1998) Developing Management Skills (fourth
edition). New York: Addison-Wesley, (selected parts from Chapter 2, Chapter 3,
Chapter 5, and Chapter 8)

Recommended reading:
Daft, R.L. (2005) The Leadership Experience (third Edition). Toronto: Thomson South-Western
Sadler, P. (2003) Leadership. London: Kogan Page

9. Motivation

 The Nature of Motivation

 Theories of Motivation
 Pay and Motivation

Seminar: Case study: How to motivate employees.

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Obligatory reading:
Jones, G. R. and George, J. M. (2003) Contemporary Management (third edition). New
York: McGraw-Hill, (Chapter 12)

Recommended reading:
Robbins, S. P. (2003) Organizational Behavior (10th edition). Upper Saddle River, New Jersey:
Prentice Hall
Johns, G. and Saks, A. M. (2001) Organizational Behavior: Understanding and
Managing Life at Work. (Sixth Edition), Toronto: Pearson-Prentice Hall.

10. Groups and Teams

 Groups, Teams and Organizational Effectiveness

 Types of Groups and Teams
 Group Dynamics
 Managing Groups and Teams for High Performance

Seminar: Team building exercise.

Obligatory reading:
Jones, G. R. and George, J. M. (2003) Contemporary Management (third edition). New
York: McGraw-Hill, (Chapter 14)

Recommended reading:
Robbins, S. P. (2003) Organizational Behavior (10th edition). Upper Saddle River, New Jersey:
Prentice Hall
Johns, G. and Saks, A. M. (2001) Organizational Behavior: Understanding and
Managing Life at Work. (Sixth Edition), Toronto: Pearson-Prentice Hall.
Katzenbach, R. J. & Smith, K. D. (1998) The Wisdom of Teams: Creating the High-Performance
Organization. Berkshire: McGraw-Hill

11. Communication; Organizational Conflict, Negotiation, and Politics

 Communication and Management

 The Communication Process
 Types of Communication
 Communication Networks
 Technological Advances in Communication
 Communication Skills for Managers
 Specific Communication Skills (Oral and Written Presentations; Conducting
Interviews; Conducting Meeting)

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  Organizational Conflict (Types and Sources)
 Conflict Management Strategies
 Negotiation Strategies for Integrative Bargaining
 Organizational Politics for Increasing and Exercising Power

Seminar: Exercise 1 - Presentation skills; Exercise 2 - Negotiation and conflict

resolution: “Mary and Smith”

Obligatory reading:
Jones, G. R. and George, J. M. (2003) Contemporary Management (third edition). New
York: McGraw-Hill, (Chapter 15 and Chapter 16, pp.546-568)
Whetten, D. A. and Cameron, K. S. (1998) Developing Management Skills. (fourth
edition). New York: Addison-Wesley, Part 4 (pp. 469-533)

Recommended reading:
Robbins, S. P. (2003) Organizational Behavior (10th edition). Upper Saddle River, New Jersey:
Prentice Hall
Johns, G. and Saks, A. M. (2001) Organizational Behavior: Understanding and Managing
Life at Work. (Sixth Edition), Toronto: Pearson-Prentice Hall.
Luthans, F. (1998) Organizational Behavior (eighth edition). Boston: Irwin/McGraw-Hill

12. Organizational Change and Innovation; Entrepreneurship

 Organizational diagnosis/Defining needs for change in organizational context

 Types of organizational change and their character
 Change management strategies and assumptions
 Innovation process
 Organizational learning and learning organization
 Knowledge Management
 Entrepreneurship

Seminar: Guest speaker from organization/company; Case study: modern company.

Obligatory reading:
Jones, G. R. and George, J. M. (2003) Contemporary Management (third edition). New
York: McGraw-Hill, (Chapter 19)
Robbins, S. P. (2003) Organizational Behavior (10th edition). Upper Saddle River, New
Jersey: Prentice Hall, (Chapter 19)
Petkovic, M., Janicijevic, N. and Bogicevic, B. (2003) Organizacija. Teorije, Dizajn,
Ponasanje, Promene (drugo izdanje). Beograd: Ekonomski fakultet, (Chapter 36)
Armstrong, M. (2003) A Handbook of Human Resource Management Practice
(ninth edition), London: Kogan Page, (Chapter 11 and Chapter 36)

Recommended reading:

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Jones, G. R. (2004) Organizational Theory, Design, and Change. (fourth edition). Upper Saddle
River, New Jersey: Pearson/Prentice Hall
Buchanan, D. and Huczynski, A. (1997) Organizational Behavior (third edition). London:
Prentice Hall
Kotter, P. J. (1996) Leading Change. Boston: Harvard Business School Press
Poole, M. S. and Van de Ven, A. H. (eds) (2004) Handbook of Organizational Change and
Innovation. New York: Oxford University Press
Adizes, I. (2004) Upravljanje promenama. Novi Sad: Adizes menadzment konsalting
Sengi, P. (2003) Peta disciplina. Umece i praksa organizacije koja uci. Novi Sad: Adizes MC
Tissen, R., Andriesen, D. and Deprez, F. L. (2006) Dividenda znanja. Novi Sad: Adizes SEE
Jones, G. R. (2004) Organizational Theory, Design, and Change. (fourth edition). Upper Saddle
River, New Jersey: Pearson/Prentice Hall

F) Additional academic resources

Weihrich, H. and Koontz, H. (1998) Menadzment (10-to izd.). Zagreb: Mate

Riccucci, N. M. (ed) (2006) Public Personnel Management: Current Concerns, Future
Challenges. (fourth edition). New York: Longman
Luthans, F. (1998) Organizational Behavior (eighth edition). Boston: Irwin/McGraw-Hill
McShane, S. and Von Glinow, M. A. (2000) Organizational Behavior. Boston:
Irwin/McGraw-Hill
Daft, R. L. (2007) Understanding the Theory and Design of Organizations. Mason:
Thomson South-Western
Peters, T. J. and Waterman, R. H. (1983) In Search of Excellence: Lessons from
America's Best-Run Companies. New York: Warner Books
David, F. R. (2005) Strategic Management: Concept and Cases. (11th edition),
New Jersey: Pearson/Prentice Hall.
Dess, G. G. et al., (2005) Strategic Management: Creating Competitive
Advantages. (2nd edition), International Edition: McGraw-Hill/Irwin.
Schein, E.H. (1991) Organizational Culture & Leadership. San Francisco: Jossey-Bass
Publishers
Gordon, G. J. and Milakovich, M. E. (1998) Public Administration in America (sixth
edition). New York: St. Martin’s Press
Shafritz, J. M. and Ott, J. S. (1996) Classics of Organization Theory (fourth edition). Fort
Worth: Harcourt Brace College Publishers
Bolman, L. G. and Deal, T. E. (1997) Reframing Organizations: Artistry, Choice, and
Leadership (second edition). San Francisco: Jossey-Bass Publishers

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