At the close of this course on Organizational Leadership you will be able to:

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1 MGT 164: ORGANIZATIONAL LEADERSHIP STUDENT CLASS: Undergraduate, Upper Division Standing TERM: Fall 2009 DAY/TIME: sdays and rsdays 9:30-10:50 CLASSROOM: Otterson Hall 1S114 PROFESSOR: Joanie B. Connell anytime. PHONE: , M-F 9-5. OFFICE ROOM: Otterson Hall OFFICE HOURS: sdays 11:00 a.m.-12:00 p.m. and rsdays 8:45-9:15 a.m. and by appointment TEACHING ASSISTANT: Kumar Raja TA TA PHONE: OFFICE ROOM: Otterson Hall OFFICE HOURS: By appointment DESCRIPTION Today s dynamic business environment presents a number of organizational challenges personal, interpersonal and cultural. Students will study alternative organizational structures, their stakeholders and corporate cultures and their use in meeting various strategic priorities facing a company. This course provides students with insights into motivational factors, communication networks, organizational cultures and alternative leadership styles. The concept of change management and its challenges is also studied along with power and influence. INSTRUCTIONAL METHODS This is an applied course that will be taught using applied methods, such as case study analysis, interactive discussion and debate, as well as teamwork. Although there will be lectures on some topics, this course is intended to be an interactive dialogue on the topics and readings described in the syllabus. Students are expected to engage in discussion of topics that both elaborate on and supplement the assigned readings. Videos and experiential exercises may be used to increase understanding. Students will also participate in on-line assignments and all students must have access to WebCT. Our course assistant can help you get your account set up if you do not already have one. OBJECTIVES At the close of this course on Organizational Leadership you will be able to: Understand the basic principles of organizational leadership research and its applications, particularly in the areas of: organizational structure and culture, strategic business priorities, employee motivation, communication networks, change management, power and influence, and alternative leadership styles. Apply the basic principles of organizational leadership to the advancement of real and fictitious businesses. Understand, critically evaluate, and synthesize business case studies. Describe, compare and contrast at a basic level the major contemporary theories in areas related to organizational leadership.

2 Write, discuss, and present business case analyses. Listen to, support, and constructively respond to peer analyses of business cases. Work effectively in a team of peers. Increase self-knowledge and personal growth as a result of educational and professional preparation in this course. Apply knowledge of legal and ethical behavior in organizational leadership to real and fictitious case examples. Integrate knowledge of gender, culture, race, ethnicity, nationality, and sexual orientation to work with individuals, groups, and organizations. MATERIALS Required: The Course Reader contains all of the required reading. It is available for purchase from University Readers at Log on to WebCT for more information and the access code. All students enrolled in this course must have access to WebCT to complete the required assignments. Please contact the course administrator for assistance. Recommended: Recommendations for further research and reading will be posted on the course website. SCHEDULE Date Due Class Topic & Activities Assignments Week 1 Introduction to Course Course Syllabus Sep 24 Week 2 Sep 29 Case Study: Enron The Talent Myth; Are Smart People Overrated? New Week 3 Week 4 Week 5 Oct 1 Oct 6 Oct 8 Oct 13 Oct 15 Oct 20 Leadership Strategic Priorities Case Study: HP Organizational Structure ~Team Time~ Case Study: Lego Communications Networks & Teams Yorker article on Enron Leadership, chapter 13 in Psychology Applied to Work, Muchinsky Peter F. Drucker on Executive Leadership and Effectiveness, chapter 1 in The Leader of the Future 2 Hewlett-Packard: Culture in Changing Times, HBR article Note on Organization Structure, HBR article Lego CEO Jørgan Vig Knudstorp on Leading Through Survival and Growth, HBR article Interteam Relations: Competition and Cooperation, chapter 12 from Making the Team: A Guide for Managers Third Ed., Thompson, 2008

3 Date Due Class Topic & Activities Assignments Oct 22 Decision Making Managing Group Decisions from Winning Decisions: Getting It Right the First Week 6 Week 7 Week 8 Week 9 Week 10 NO CLASS Week 11 Week 12 Oct 27 Oct 29 Nov 3 Nov 5 Nov 10 Nov 12 Nov 17 Nov 19 Nov 24 Nov 26 Dec 1 Dec 3 Dec 10 8:00-11:00 a.m. Case Study: SAIC Review for Midterm MIDTERM EXAM Motivational Factors Case Study: WD-40 Issues in Work Motivation ~team time~ Organizational Culture Case Study: Toyota Case Study: Salomon Brothers Change Management Case Studies: Microsoft and Procter & Gamble Culture & Society Case Study: Microsoft Guest Lecture ~Team Time~ Leadership Development Team Project Presentations FINAL EXAM Time. The System: Participation in Decision Making, chapter 6 in The SAIC Solution Helping People Win at Work, Ken Blanchard & Garry Ridge, chapters 1 & 2 Organizational Leadership, Issue 8. The DNA of Toyota Lies in Its Culture, chapter 1 in Toyota Culture Learning to Love Your Corporate Culture, chapter 3 in Liar s Poker; HR Lessons from Investment Banking, HR Executive article Microsoft 1.0: It Was All about Bill, chapter 1 from Microsoft 2.0; Connect and Develop: Inside Procter and Gamble s New Model for Innovation, HBR article Systems Citizenship: The Leadership Mandate for This Millennium, chapter 2 in The Leader of the Future 2, Peter Senge; Microsoft s Unlimited Potential, HBR Article Happy Thanksgiving Managing Oneself, chapter 1 in Classic Drucker IBM and/or 3M HBR articles Group Project Reports Due ASSIGNMENTS

4 Reading Assignments: Read the assigned chapters and/or articles listed in the Course Schedule for each class meeting. All reading is to be completed by the beginning of class. For this course to work, it is critically important that you read the material before coming to class. You will be expected to participate in interactive discussions of the material, especially the case studies. Class time is much more interesting and engaging when you bring in insights and questions on the reading. You also learn so much more that way. Exams: There will be two exams: a midterm and a final. The midterm will be held in class on October 29 th and the final will be held on December 10 th, 8:00-11:00 a.m. Both exams will be cumulative and both will have similar structure case study analyses and short answer questions. Team Project: Each student will be randomly assigned to a small group, which will serve as their team throughout the course. Each team will conduct an in-depth case analysis of either IBM or 3M (team s choice), write up a report, and present a brief summary of their analysis on the last day of class. Furthermore, each team member will conduct an anonymous, on-line peer evaluation of their team members. Detailed instructions will be provided for the Team Project assignment during the third week of class. The case studies are located at the end of the Course Reader. Class Participation: Class participation is required for this course. Class participation will be incorporated in three forms, and it will vary from class to class. Students will be expected to participate in: (1) in-class discussions, exercises, quizzes, (2) on-line journaling, and (3) web surveys. On occasion, web surveys may be conducted anonymously, for example to solicit feedback on the course or fellow students. In these cases, participation will be tracked, but answers to the surveys will not be associated with individuals. In other words, the instructors will know who has completed the assignment, but they will only be able to see aggregate results, not individual answers to questions. Our sophisticated course software allows for this type of interaction. GRADING Assignments Percentage Exams: 55% Midterm Exam (I) 25% Final Exam (I) 30% Team Project: 20% Written Report (G) 10% Presentation (G) 5% Teammate Evaluation (I) 5% Participation: 25% In-class Discussion/Exercises/Quizzes, On-line Journaling, Web Surveys (I/C/G) Total 100% KEY: I Independent, individual work only. No collaboration or consultation allowed. G Students may work together in groups and turn in one project or assignment for the entire group. C Collaboration with classmates is allowed. However, each student must submit individually.

5 COURSE POLICIES Class Participation: You are responsible for coming to class prepared. Quizzes, discussions, and class participation assignments focus on the readings. Class participation assignments will be given out during class and they may include on-line participation during the week or advanced preparation for the next class. Class discussions require active participation and listening from all students. If you don t volunteer information, I may call on you to get your insights. If you share too much, I may ask you to finish your discussion during office hours and give others a chance to participate. If you miss a class, please check in with another student to find out what you missed. An outline of the lecture notes will be posted on the web, but you will need to check in with another student to find out what details you missed. Make Ups: Class participation, assignments, and exams cannot be made up, except under extenuating circumstances that require a doctor s note or some other approved documentation. Team Assignments: Team members may not be switched around or reassigned, except under extenuating circumstances. Please contact the instructors if a serious problem occurs, such as a team member drops the course or becomes ill for an extended period of time. The instructors are available for guidance and advice on how to resolve team conflict, but do not expect to have to resolve conflict for you. ACADEMIC INTEGRITY Integrity of scholarship is essential for an academic community. As members of the Rady School, we pledge ourselves to uphold the highest ethical standards. The University expects that both faculty and students will honor this principle and in so doing protect the validity of University intellectual work. For students, this means that all academic work will be done by the individual to whom it is assigned, without unauthorized aid of any kind. The complete UCSD Policy on Integrity of Scholarship can be viewed at: How the Honor Code applies to this course: Students are expected to turn in their own work and to fully participate in team assignments. Plagiarism and cheating on exams will be dealt with very seriously. If you have any questions on the honor code, please ask the instructors ahead of time, rather than waiting to see what happens. We prefer to see you succeed! STUDENTS WITH DISABILITIES A student who has a disability or special need and requires an accommodation in order to have equal access to the classroom must register with the Office for Students with Disabilities (OSD). The OSD will determine what accommodations may be made and provide the necessary documentation to present to the faculty member. The student must present the OSD letter of certification and OSD accommodation recommendation to the appropriate faculty member in order to initiate the request for accommodation in classes, examinations, or other academic program activities. No accommodations can be implemented retroactively. Please visit the OSD website for further information or contact the Office for Students with Disabilities at (858) or osd@ucsd.edu.