Term
Subject Area
Course Number
DYNM 6610 001
Course Code
DYNM6610001
Course Key
82875
Schedule
Day(s)
Saturday
Monday
Time
9:00am-5:00pm
5:15pm-8:15pm
Instructor
Primary Program
Course Description
This course meets in person on Saturdays January 21st and April 13th. It meets synchronously online on Mondays from January 11th through April 24th.
Organizational culture influences organizational performance. The success of high-profile firms with quirky cultures, such as Southwest Airlines and various big tech firms, have led to the creation of Great Places to Work lists and associated awards recognizing healthy organizational cultures. These accolades contribute to organizational performance. The related acknowledgment that organizational culture can trump the organizational strategy has led to competition among companies to attract and retain the best employees. More recently, events related to the #MeToo Movement and Black Lives Matter have focused our attention on the degree to which all members of an organization are welcomed, respected, valued and heard. And COVID-19 has had a substantial impact on many organizations cultures. The response of each organizations leaders has either reinforced the culture of the organization or revealed underlying values different from those that were espoused.
This course addresses such complexities within organizational cultures and explores the ways we can change deep-rooted cultures that favor some groups over others. We will also consider the relationship that formal policies and informal practices have on reinforcing or shifting cultures as well as the daily form of interactions among organization members that may be ignored. We will discuss what is meant by inclusive culture and how organizations can become more inclusive and equitable. Finally, this course will provide students with tools for assessing and understanding organizational culture and change. Non-Dynamics students: please include a brief job description in your Permissions Request.
Organizational culture influences organizational performance. The success of high-profile firms with quirky cultures, such as Southwest Airlines and various big tech firms, have led to the creation of Great Places to Work lists and associated awards recognizing healthy organizational cultures. These accolades contribute to organizational performance. The related acknowledgment that organizational culture can trump the organizational strategy has led to competition among companies to attract and retain the best employees. More recently, events related to the #MeToo Movement and Black Lives Matter have focused our attention on the degree to which all members of an organization are welcomed, respected, valued and heard. And COVID-19 has had a substantial impact on many organizations cultures. The response of each organizations leaders has either reinforced the culture of the organization or revealed underlying values different from those that were espoused.
This course addresses such complexities within organizational cultures and explores the ways we can change deep-rooted cultures that favor some groups over others. We will also consider the relationship that formal policies and informal practices have on reinforcing or shifting cultures as well as the daily form of interactions among organization members that may be ignored. We will discuss what is meant by inclusive culture and how organizations can become more inclusive and equitable. Finally, this course will provide students with tools for assessing and understanding organizational culture and change. Non-Dynamics students: please include a brief job description in your Permissions Request.
Subject Area Vocab
