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BAR-ILAN UNIVERSITY GRADUATE SCHOOL OF BUSINESS ADMINISTRATION Ramat-Gan 52900, Israel Organizational Decline and Crises 70-786-01 Teaching Assistant (TA) Instructor Abraham Carmeli, Ph.D. Tel: +972-3-531 8908 Cell: +972-56-48 11 88 Fax: +972-3-535 3307 carmelia@mail.biu.ac.il Riki Goldriech rikg@hotmail.co.il Course Overview Why and how organizations decline, fail and get into crises? These are the major questions we will address in this course. Organizational failure is a comprehensive ter
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    1 BAR-ILAN UNIVERSITY GRADUATE SCHOOL OF BUSINESS ADMINISTRATION Ramat-Gan 52900, Israel Organizational Decline and Crises 70-786-01 Instructor Teaching Assistant (TA) Abraham Carmeli, Ph.D. Riki Goldriech Tel: +972-3-531 8908 rikg@hotmail.co.il Cell: +972-56-48 11 88 Fax: +972-3-535 3307 carmelia@mail.biu.ac.il  Course Overview Why and how organizations decline, fail and get into crises? These are the major questions we will address in this course. Organizational failure is a comprehensive term, which is related to other organizational topics such as organizational decline, downsizing, crisis and organizational death. In this course you will learn about the nature, sources, responses, and effects of organizational decline, downsizing, failure and crisis. I hope you will acquire skills to implement these perspectives and models to real-world case studies. Course Goals  1.   An understanding of the basic constructs used in the field. 2.   Enhancing your knowledge and understanding of causes and consequences of these phenomena (why organizations decline and fail? how should we avoid it? How to learn from failures? How to respond to crisis situations? And, how to conduct effective downsizing and restructuring? 3.   Acquiring skills to implement theoretical insights (using perspectives and models) into real-world case studies. Required Materials Package of articles (course package). CLASS FORMAT: There will be both individual and team assignments. In general, teams will be consisted of 2 to 3 students, but this also depends on the number of students in class.    2 There will be 13 weekly meetings, 1.5 hour length each. Each weekly session covers a specific topic (see below). ASSIGNMENTS AND GRADING: Attendance, reading materials, class participation, individual and team assignments 50% Final Exam 50% Attendance, reading materials, class participation, individual and team assignments: You are expected to read the material relevant to each class session, to prepare your individual and team assignments and submit them on time, and to contribute regularly to the discussion. For class participation and contribution, you will be evaluated with respect to: (1) relevancy—the degree to which your participation is relevant to the topic currently discussed; (2) content-based—the extent to which your comment is well grounded on theory and facts; (3) challenging—the extent to which your observation is of a challenge; (4) developmental—the extent to which your comment develop other students’ ideas / observations. As the course progresses, it will become clear who does and who does not read and participate. The students that attend consistently, and stand out as major contributors to class discussion will be rewarded accordingly. The others will be rewarded relative to their contribution. For individual and team assignment, you are expected to prepare your assignments thoroughly and make substantial efforts to integrate theory and practice. The assignments need to be well-structured and derive theoretical insights and explicit managerial implications. Each team member will receive the same grade unless other team members suggest otherwise (e.g., one of the students did not contribute equally). I trust you all be good citizen for your teams. Both individual and team assignments should be single-sided, 12 point font, double-spaced, 1-inch margins). Assignments that fail to follow this request will not be accepted. A copy of team assignments is to be distributed to all class members at least 48 hours  before class begins. My suggestion is to do it via e-mail as a WORD RTF attachment. Please note that you are required to submit your individual and team assignments in hard copy (e-mails will not be accepted) to the instructor at least 24 hours before class  begins. A hard copy of each (individual/team) assignment is to be handed in the instructor’s mail box (#70). Final Exam:  In the end of the course, you will be asked to take a final exam. The exam will cover the subjects, which have been learned during the course. This is a    3 closed exam in a format of a Multiple Choice Questionnaire. The exam is written in Hebrew (but note that particular professional terms will be given also in English, e.g., downsizing) and will be conducted as in every other course at the Bar-Ilan University. You will be asked to answer 25 out of 28 multiple choice questions. HOW TO CONTACT WITH US: The way to contact us is via e-mail. In any inquiry, please e-mail both the instructor and the TA (our e-mail addresses are indicated above). On the title of the message, write “Bar-Ilan—MBA-Organizational Decline and Crises.” All correspondence should be written only in English. Any message that will not follow this rule will be deleted without response to avoid viruses.    4   SESSIONS TOPICS AND ASSIGNMENTS WEEK 1: Topic: Course Overview, Basic Constructs, Industry Decline. Objectives: Industry Decline: Factors that affect the decline of industries. Determine the degree to which an incumbent organization may gain sustainable competitive advantage in a declining industry. How to cope with an industry decline. Reading materials: Harrigan, Kathryn. R. & Porter, Michael. E. (1983). End-Game Strategies for Declining Industries. Harvard Business Review. 64(4), July, pp. 111-120 (Product No. 83409). Harrigan, Kathryn. R. (1980). Strategy formulation in declining industries. Academy of Management Review. 5(4), October, pp. 599-604. WEEKS 2-3: Topic: Industry Decline Reading materials: Case Study: The Endgame in the Electronic Receiving-Tubes Industry Harrigan, Kathryn. R. (2003). Declining Demand, Divestiture, and Corporate Strategy.   Beard Books, Ch. 4, pp. 59-104. Case study analysis (Team Assignment): Case Study: Industry in Decline Guiding question: Choose an industry that had declined or is in decline; provide hard evidence to show its development (Annual sales, profits, number of  produced units, etc.); describe the key competitors; discuss the reasons for the industry’s decline and the competitors strategic responses. Instruction: Prepare (1) a 5-page paper and submit it according to the instructions above, and (2) a short presentation (5-7 minutes). WEEKS 4-5: Topics: Organizational Decline. Objectives: What is organizational decline? What are the causes of organizational decline? How to cope with organizational decline?
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