
Please download the PDF document for lesson summaries and recommended exercises.
The lecture outlines 11 essential features every organization needs, including goal and vision, a mission, strategy, processes, structure, physical resources, people, culture, governance, knowledge, memory, and technology.
Learn how organizational culture rests on three layers, shared assumptions, values, and observable artifacts, and compare the individual freedom ethic with the authority ethic through formal and informal artifacts.
Explore Handy's shamrock organization, with a central core setting strategy and governance and three leaves comprising outsourcing, contracting professionals, and flexible, self-employed workers.
Explore Charles Handy's federal organization model, where a tiny core enables many self-governing units, exemplified by Berkshire Hathaway's autonomous subsidiaries and high leadership trust.
Handy's triple I company centers on information, ideas, and intelligence, treating knowledge workers as individuals. It provides development opportunities and a membership community with light control, enabling autonomous value creation.
Explore Peter Senge’s five disciplines of the learning organization—personal mastery, mental models, shared vision, team learning, and systems thinking—showing how continuous learning drives sustainable competitive advantage.
Robin Fincham identifies three levels of organizational power—organizational, institutional, and processual—and explains how power emanates from internal structures, society, and daily interactions among people.
Discover the Johnson and Scholz cultural web, outlining seven factors—paradigm, symbols, power structures, organizational structures, rituals, and stories—that shape culture and how to shift it using targeted levers.
Classifying organizations as charismatic, traditional, or rational-legal, Weber links power to coercion and authority to voluntary compliance.
Explore how Harold Janine built a data-driven, rational ITT through metrics, central control, and a demanding work ethic, illustrating the dangers and rewards of charismatic, data-focused leadership.
Edgar Shine defines culture as shared assumptions shaping behavior, values, and norms, and shows operator, engineering, and executive cultures must harmonize to enable learning.
We all work within one form of organization or another. And, if you want to advance, you'll need to understand how organizations work.
A great number of smart people have made a detailed study of organizations. And, if you work in one, their ideas can teach you a lot that is valuable. So, this course summarizes the most important of these ideas.
It is designed to serve the needs of working managers, who need a broad-brush overview of all the important thinking. It will help you if you need to understand:
What an organization is
How different organizations are structured
How to navigate the power structures within organizations
What we mean by organizational culture and where it comes from
The different types of organizational culture
The ideas of the leading thinkers on organizational theory and practice
Five Sections
This course is made up of five sections, which cover:
Introduction to Organizations
Organizational Models
Power in Organizations
Organizational Culture
Masters of Organizations
In this course, you’ll meet the work of people like Kim Cameron, Peter Drucker, Amitai Etzioni, Charles Handy, Geert Hofstede, Henry Mintzberg, Gareth Morgan, Edgar Schein, Max Weber, and many more.
But, more importantly, you'll gain a deeper understanding of the way the organizations you work in and with operate. This will give you a real edge in climbing the organizational ladder.