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Organizational Analysis

Approx. 25 hours to complete

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Course Summary

This course provides learners with the tools to analyze and understand organizations in order to improve them. Topics covered include organizational design, power and influence, organizational culture, and more.

Key Learning Points

Learn how to analyze and understand the structure and culture of organizations
Gain insights into power and influence within organizations
Develop the skills to identify and solve organizational problems

Job Positions & Salaries of people who have taken this course might have

- USA: $70,000 - $130,000
- India: INR 5,00,000 - INR 20,00,000
- Spain: €35,000 - €60,000
- USA: $70,000 - $130,000
- India: INR 5,00,000 - INR 20,00,000
- Spain: €35,000 - €60,000
- USA: $80,000 - $150,000
- India: INR 6,00,000 - INR 25,00,000
- Spain: €40,000 - €70,000
- USA: $70,000 - $130,000
- India: INR 5,00,000 - INR 20,00,000
- Spain: €35,000 - €60,000
- USA: $80,000 - $150,000
- India: INR 6,00,000 - INR 25,00,000
- Spain: €40,000 - €70,000
- USA: $60,000 - $120,000
- India: INR 4,00,000 - INR 18,00,000
- Spain: €30,000 - €50,000

Learning Outcomes

Understand the key concepts and theories of organizational analysis
Develop critical thinking skills to analyze and solve organizational problems
Apply your knowledge to real-world situations

Prerequisites or good to have knowledge before taking this course

Basic knowledge of business and management concepts
Familiarity with Microsoft Excel

Course Difficulty Level

Intermediate

Course Format

Online
Self-paced

Similar Courses

Leading People and Teams Specialization
Business Strategy

Related Education Paths

Notable People in This Field

Adam Grant
Amy Edmondson

Related Books

Description

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.

Outline

Module 1 - Introduction
Lecture 1 - Introduction to Organizations - Part 1
Lecture 1 - Introduction to Organizations - Part 2
Lecture 2 - Analytic Features of Organizations - Part 1
Lecture 2 - Analytic Features of Organizations - Part 2
Lecture 3 - Case Applications - Part 1
Lecture 3 - Case Applications - Part 2
Module 1 - SSC1 - Introduction and Multiunit Organizations (2013)
Module 1 - SSC2 - Social Movements and Temporary Organizing (2013)
Module 1 - SSC3 - Leaders (2013)
Module 1 - SSC4 - Resistance to Change (2013)
Module 1 - SSC5 - Open Organization (2013)
Quiz: Module 1 - Quiz

Module 2 - Decisions by Rational and Rule-based Procedures
Lecture 4 - Rational Actor - Part 1
Lecture 4 - Rational Actor - Part 2
Lecture 5 - Example: Cuban Missile Crisis - Part 1
Lecture 5 - Example: Cuban Missile Crisis - Part 2
Lecture 5 - Example: Cuban Missile Crisis - Part 3
Lecture 6 - Chicago Public School Reforms - Part 1
Lecture 6 - Chicago Public School Reforms - Part 2
Module 2 - SSC1 - What Logic in Your Firm? (2013)
Module 2 - SSC2 - Superstition (2013)
Module 2 - SSC3 - What Decision Theory Is Right? (2013)
Module 2 - SSC4 - Culture and Intuition (2013)
Module 2 - Quiz

Module 3 - Decisions by Dominant Coalitions
Lecture 7 - Review and Example - Part 1
Lecture 7 - Review and Example - Part 2
Lecture 8 - Exchange and Coalitions - Part 1
Lecture 8 - Exchange and Coalitions - Part 2
Lecture 9 - Hula and Lobbying Coalitions - Part 1
Lecture 9 - Hula and Lobbying Coalitions - Part 2
Module 3 - SSC 1 - Coalition Leaders (2013)
Module 3 - SSC 2 - Are Coalitions Temporary? (2013)
Module 3 - SSC 3 - Why Is Ambiguity Good? (2013)
Module 3 - SSC 4 - Prioritizing Your Threads! (2013)
Module 3 - SSC 5 - Invisible Resistance - (2013)
Module 3 - Quiz

Module 4 - Organized Anarchy
Lecture 10 - Organized Anarchy - Part 1
Lecture 10 - Organized Anarchy - Part 2
Lecture 10 - Organized Anarchy - Part 3
Lecture 11 - Applications - Part 1
Lecture 11 - Applications - Part 2
Module 4 - SSC 1- Managing Organized Anarchy (2013)
Module 4 - SSC 2 - Brainstorming (2013)
Module 4 - SSC 3 - Deadline (2013)
Module 4 - Quiz

Module 5 - Organizational Learning
Lecture 12 - Organizational Learning - Part 1
Lecture 12 - Organizational Learning - Part 2
Lecture 12 - Organizational Learning - Part 3
Lecture 13 - Cases - Part 1
Lecture 13 - Cases - Part 2
Module 5 - SSC 1 - Learning from Failure (2013)
Module 5 - SSC 2 - Strong Culture as Obstacle to Adaptation (2013)
Module 5 - SSC 3 - Organizations Can't Learn? (2013)
Module 5 - SSC 1 - Managing Resistance to Organizational Learning (2012)
Module 5 - SSC 2 - World of Warcraft (2012)
Module 5 - SSC 3 - Forgetting and Radical Change (2012)
Module 5 - SSC 4 - Remembering and Promoting Learning (2012)
Module 5 - Quiz

Module 6 - Organizational Culture
Lecture 14 - Organizational Culture - Part 1
Lecture 14 - Organizational Culture - Part 2
Lecture 15 - Engineering Organizational Culture - Part 1
Lecture 15 - Engineering Organizational Culture - Part 2
Module 6 - SSC1 - Teleworking (2013)
Module 6 - SSC2 - Individual Self (2013)
Module 6 - SSC3 - Dress Code (2013)
Module 6 - SSC1 - Change in Large Organizations et al. (2012)
Module 6 - SSC2 - Strategies of Creating Organizational Culture (2012)
Module 6 - SSC3 - Desirable Organizational Culture (2012)
Module 6 - SSC4 - Merging Cultures (2012)
Module 6 - Quiz

Module 7 - Resource Dependency Theory
Lecture 16 - Resource Dependency Theory - Part 1
Lecture 16 - Resource Dependency Theory - Part 2
Lecture 17 - Case Applications - Part 1
Lecture 17 - Case Applications - Part 2
Module 7 - SSC 1 - Powerful Resources (2013)
Module 7 - SSC 2 - Outsourcing (2013)
Module 7 - SSC 3 - Improving Forums (2013)
Module 7 - SSC 2 - In Out Focus (2012)
Module 7 - SSC 1 - 5Qs (2012)
Module 7 - SSC 3 - Stanford and Sharing Resources (2012)
Module 7 - SSC 4 - Why Education? (2012)
Module 7 - Quiz

Module 8 - Networks
Lecture 18 - Network Analysis of Organizations - Part 1
Lecture 18 - Network Analysis of Organizations - Part 2
Lecture 19 - Peer Influence and Network Formation - Part 1
Lecture 19 - Peer Influence and Network Formation - Part 2
Lecture 20 - Network Forms of Organization - Part 1
Lecture 20 - Network Forms of Organization - Part 2
Module 8 - SSC 1 - Managing Network Forms of Organization (2013)
Module 8 - SSC 2 - Culture and Networks (2013)
Module 8 - SSC 3 - Multiple Theories to One Case (2013)
Module 8 - SSC 1 - Network Manager (2012)
Module 8 - SSC 2 - Technological Proximity and Work at Home (2012)
Module 8 - SSC 3 - Grapevine and Personal Relations in Work (2012)
Module 8 - SSC 4 - Examples and Suited to Small Non-Profit (2012)
Module 8 - Quiz

Module 9 - Institutional Theory
Lecture 21 - Institutions and Organizational Legitimacy - Part 1
Lecture 21 - Institutions and Organizational Legitimacy - Part 2
Lecture 22 - Theory and Application - Part 1
Lecture 22 - Theory and Application - Part 2
Lecture 23 - Management and Applications - Part 1
Lecture 23 - Management and Applications - Part 2
Module 9 - SSC 1 - MOOC's (2012)
Module 9 - SSC 2 - More Questions (2012)
Module 9 - SSC 3 - (2012)
Module 9 - SSC 1 - Will MOOCs be the Education of the Future? (2013)
Module 9 - SSC 2 - Bad Organizations (2013)
Module 9 - Quiz

Module 10 - Population Ecology and Course Summary
Lecture 24 - Population Ecology - Part 1
Lecture 24 - Population Ecology - Part 2
Lecture 24 - Population Ecology - Part 3
Lecture 24 - Population Ecology - Part 4
Lecture 24 - Population Ecology - Part 5
Lecture 25 - Course Summary - Part 1
Lecture 25 - Course Summary - Part 2
Lecture 25 - Course Summary - Part 3
Lecture 25 - Course Summary - Part 4
Module 10 - SSC 1 (2012) - Organizational Ecology and Job Security
Module 10 - SSC 2 (2012) - Summary Doc and other Theories
Module 10 - SSC 3 (2012) - Analyst and Take-away: Future
Module 10 - Quiz

Final Exam
Final Exam

Summary of User Reviews

Read reviews about Organizational Analysis course on Coursera. Learners have praised the course for its comprehensive coverage of various organizational theories and models. However, some users have mentioned that the course can be overwhelming and may require prior knowledge of the subject.

Key Aspect Users Liked About This Course

Comprehensive coverage of various organizational theories and models

Pros from User Reviews

In-depth coverage of various organizational theories and models
Easy to follow lectures and assignments
Great community support and engagement

Cons from User Reviews

Can be overwhelming for beginners
Requires prior knowledge of the subject
Some assignments are too time-consuming
Not enough practical application of concepts
Limited interaction with the instructor

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