MGT 538 - Organizational Development: Advancing the Practice of Management
While design, practice, information, and action are always important, the key to executive success over time also depends upon the set of deeply held ideas, ideals, aspirations, and assumptions held by the senior managers themselves. These implicitly held beliefs and values have a profound impact on organizational outcomes, and thus these ideas often play an important role in managing and understanding organizational change. Frequently, executive are unaware of grip that their own hidden beliefs have on themselves and their organizations. If we do not master these ideas and examine their influence upon ourselves, they unconsciously master us.
This course is intended to equip the executive participant to better understand organizational performance and change by studying the role that these "Deep Principles" have in shaping their organizations. During the course, we will consider the ideas of three leading business writers and will ground our investigation of these factors with our examination of a series of case studies. While we are incapable of truly knowing what the executives in the cases were actually thinking, we will reflect upon our thoughts and reactions to these cases. In this way, together we will discover our own deeply held beliefs, aspirations, ideas and ideals. Throughout these cases, we will highlight seven philosophical dimensions that executives confront, assumptions about:
1. The "Good" or Organizational Ethics
2. Human Nature
3. Knowledge and Truth
4. Free Will and Determinism
5. The Evolution of Human History
6. The Nature of "Man" and Work, and
7. Human Relationships
We will attempt to uncover the power that these concepts have to shape our problems, opportunities, and world. We will also see that without a commitment to action, effective action, they are largely irrelevant.