Aims
This module builds on the foundation provided in MM32610 by exploring the interaction between decision-making and organisational structures. In order to build on the group ideas begun in MM32610 the module seeks to elaborate on power and group conflicts in a broader context.

Learning outcomes
On completion students will:

• Be familiar with the studies of the relationship between business strategy and structure, such as Chandler's (1962) classic, which
• pervade the organisation theory and business literature;
• Understand the structure/strategy debate, enabling a questioning of assumptions about formal rationality and strategy as
• planning, moving on to Mintzberg's idea of emergent strategy and, more radically, Weick's enactment view of sense making in
• strategy;
• Appreciate interdisciplinary comparisons, such as Williamson's notion of organisation as a response to market failure and
• Chandler's view oforganisations as a response to market pressure;
• Explore the idea of technological determinism of organisational strucutre, particularly in the context of information technology;
• Understand the debate betweencontingency theories of organisation and the idea of a universal, one best way, global best
• practice or lean production method.

Module outline
The current year's module outline can be found via The School's website