| Course Name | Corporate Culture |
| Code | Semester | Theory (hour/week) | Application/Lab (hour/week) | Local Credits | ECTS |
|---|---|---|---|---|---|
| PRA 415 | Fall/Spring | 3 | 0 | 3 | 6 |
| Prerequisites | None | |||||
| Course Language | English | |||||
| Course Type | Elective | |||||
| Course Level | First Cycle | |||||
| Mode of Delivery | - | |||||
| Teaching Methods and Techniques of the Course | ||||||
| Course Coordinator | - | |||||
| Course Lecturer(s) | ||||||
| Assistant(s) | - | |||||
| Course Objectives | To explain what the role of corporate culture is within an organization, how and why culture changes and defines an organization's culture. |
| Learning Outcomes | The students who succeeded in this course;
|
| Course Description | This course will be dealing with corporate culture and corporate culture management in detail. Discussions on factors that affect corporate culture and different corporate culture examples will be made. ACADEMIC CAUTION Academic honesty: Plagiarism, copying, cheating, purchasing essays/projects, presenting some one else’s work as your own and all sorts of literary theft is considered academic dishonesty. Under the rubric of İzmir University of Economics Faculty of Communication, all forms of academic dishonesty are considered as crime and end in disciplinary interrogation. According to YÖK’s Student Discipline Regulation, the consequence of cheating or attempting to cheat is 6 to 12 months expulsion. Having been done intentionally or accidentally does not change the punitive consequences of academic dishonesty. Academic honesty is each student’s own responsibility. Plagiarism is the most common form of academic dishonesty. According to the MerriamWebster Online Dictionary, to plagiarize means to steal and pass off (the ideas or words of another) as one's own. The easiest and most effective way to prevent plagiarism is to give reference when using someone else’s ideas, and to use quotation marks when using someone else’s exact words. A detailed informative guideline regarding plagiarism can be found at http://iletisim.ieu.edu.tr/ai. |
| Related Sustainable Development Goals |  |
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| Core Courses | |
| Major Area Courses | ||
| Supportive Courses | ||
| Media and Managment Skills Courses | ||
| Transferable Skill Courses |
| Week | Subjects | Required Materials |
| 1 | Introduction: What is Corporate Culture? | |
| 2 | Management Theories | Richard L. Daft, Management, (Thomson SouthWestern, 2003): 3670. |
| 3 | Positioning Corporate Culture | Joann Keyton, Communication and Organizational Culture: A Key to Understanding Work Experiences, (Sage Publications, 2005): 134. |
| 4 | Corporate Culture Elements | Joann Keyton, Communication and Organizational Culture: A Key to Understanding Work Experiences, (Sage Publications, 2005): 3576. |
| 5 | Culture in Corporations: Two Case Studies | Edgar H. Schein, Organizational Culture and Leadership, (JosseyBass, 2004): 3962. |
| 6 | Midterm | |
| 7 | Perspectives for Understanding Corporate Culture I | Joann Keyton, Communication and Organizational Culture: A Key to Understanding Work Experiences, (Sage Publications, 2005): 77122. |
| 8 | Perspectives for Understanding Corporate Culture II | Joann Keyton, Communication and Organizational Culture: A Key to Understanding Work Experiences, (Sage Publications, 2005): 77122. |
| 9 | Culture Typologies | Edgar H. Schein, Organizational Culture and Leadership, (JosseyBass, 2004): 189202. |
| 10 | Culture Typologies | Edgar H. Schein, Organizational Culture and Leadership, (JosseyBass, 2004): 189202. |
| 11 | Corporate Culture Management | Joann Keyton, Communication and Organizational Culture: A Key to Understanding Work Experiences, (Sage Publications, 2005): 123162. |
| 12 | Development, Management and Alteration of Corporate Culture | Joann Keyton, Communication and Organizational Culture: A Key to Understanding Work Experiences, (Sage Publications, 2005): 123162. |
| 13 | The Role of Leadership in Building, Positioning and Advancing Corporate Culture | Edgar H. Schein, Organizational Culture and Leadership, (JosseyBass, 2004): 223364. |
| 14 | Corporate Culture Shift Example | Edgar H. Schein, Organizational Culture and Leadership, (JosseyBass, 2004): 365392. |
| 15 | Corporate Culture Shift Example | Edgar H. Schein, Organizational Culture and Leadership, (JosseyBass, 2004): 365392. |
| 16 | General Evaluation |
| Course Notes/Textbooks | Book chapters and powerpoint presentations in the table above. |
| Suggested Readings/Materials | Andrew Brown, Organisational Culture, (Pitman, 1998).Terrence Deal, Allan Kennedy, The New Corporate Cultures: Revitalizing The Workplace After Downsizing, Mergers and Reengineering, (Texere, 2000).Kim S. Cameron, Robert E. Quinn, Diagnosing and Changing Organizational Culture: Based On The Competing Values Framework, (AddisonWesley, 1999). |
| Semester Activities | Number | Weigthing |
| Participation | 1 | 10 |
| Laboratory / Application | ||
| Field Work | ||
| Quizzes / Studio Critiques | ||
| Portfolio | ||
| Homework / Assignments | 1 | 25 |
| Presentation / Jury | ||
| Project | ||
| Seminar / Workshop | ||
| Oral Exam | ||
| Midterm | 1 | 25 |
| Final Exam | 1 | 40 |
| Total |
| Weighting of Semester Activities on the Final Grade | 60 | |
| Weighting of End-of-Semester Activities on the Final Grade | 40 | |
| Total |
| Semester Activities | Number | Duration (Hours) | Workload |
|---|---|---|---|
| Course Hours (Including exam week: 16 x total hours) | 16 | 3 | 48 |
| Laboratory / Application Hours (Including exam week: 16 x total hours) | 16 | ||
| Study Hours Out of Class | 0 | ||
| Field Work | |||
| Quizzes / Studio Critiques | |||
| Portfolio | |||
| Homework / Assignments | 1 | 27 | |
| Presentation / Jury | |||
| Project | |||
| Seminar / Workshop | |||
| Oral Exam | |||
| Midterms | 1 | 25 | |
| Final Exams | 1 | 40 | |
| Total | 140 |
| # | Program Competencies/Outcomes | * Contribution Level | ||||
1 | 2 | 3 | 4 | 5 | ||
*1 Lowest, 2 Low, 3 Average, 4 High, 5 Highest
