Leadership At All Levels AN ORGANIZATIONAL BEHAVIOR AND LEADERSHIP PROGRAM

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1 Leadership At All Levels AN ORGANIZATIONAL BEHAVIOR AND LEADERSHIP PROGRAM

2 THE CHALLENGE The terrain facing new business graduates is radically different than in the past. In today s economy, emerging leaders often cycle through periods of freelancing, entrepreneurship, and employment at large firms. They face the challenges of digitally connected and global workplaces at every moment. The learning curve in the job market is steep and opportunities rapidly disappear for those not extremely well prepared to seize them. Even larger companies are evolving into more agile organizations involved in constant conversation with customers, partners, and competitors. These organizations are actively searching for people who are equally agile, able to grasp strategic context and learn and adapt quickly to stay ahead of the curve. As such, they re shifting authority and responsibility down the org chart, making prepared leaders at all levels more vital than ever before. Today s top business education programs strive to prepare their graduates to negotiate this new terrain. They attempt to provide a realistic preview of the challenges to come and inculcate the entrepreneurial drive and creativity necessary to meet those challenges. Organizational Behavior and Leadership classes in particular are a vital opportunity to explore the relationship between the changing global economy and job market, evolving organizational structures, and the increasing demands placed on new graduates. Yet a great deal of OB and Leadership learning content remains mired in the past,disconnected from from the needs of a new generation of leaders. These learning materials are rarely written from a student point of view or structured by student needs and aspirations. A quick glance at some of the most popular OB and Leadership textbooks reveals theory divorced from real business contexts, often outdated case studies, and disregard for some of the challenges that will inevitably face students once they begin searching for internships and jobs. OB and Leadership faculty require the right learning content to support a credible and effective vision of the future of business learning. The challenge is facilitating learning experiences that prepare graduates to navigate contemporary networked, global organizations while simultaneously helping them remain true to their own evolving career goals and personal values. The solution isn t to jettison academic research and theory but rather to marshal them in support of this goal.

3 PROGRAM OUTLINE Introducing Leadership at all Levels, a groundbreaking series of Organizational Behavior and Leadership Field Manuals. To meet this need, Nomadic Learning is proud to introduce Leadership at all Levels, a groundbreaking series of Organizational Behavior and Leadership Field Manuals (the name for Nomadic s reimagining of online course modules). Students navigate a series of practical case studies, focused introductions to academic research, animations, and social polls and debates while working together and with their instructors to determine how best to excel in the global economy and within contemporary organizations. Leadership at all Levels leverages the valuable time of instructors and students by enriching the classroom learning experience and providing a supportive learning framework. Students come to class having already engaged in deep learning and rich social debates. Instructors draw upon a range of student comments to help them plan for class and lead engaging discussions. Leadership at all Levels can either supplement or replace conventional OB and Leadership textbooks and learning materials within live or online class settings. The online program can be delivered over an entire semester or can work as a concentrated learning experience over a shorter period of time. Faculty have the freedom to integrate some or all of the Field Manuals into syllabi according to their own teaching needs. They can be used to add life to small parts of the existing curriculum or to structure larger sections of a course. Leadership at all Levels helps OB and Leadership instructors: Engage students with world-class, multimedia content. Deliver learning to a global audience on any device with a browser. Support instructors with innovative teaching tools

4 FIELD MANUALS The following 8 Field Manuals will be ready for course deployment before fall TERRAIN Today s business graduates must navigate a vastly different professional terrain than in the past. The job market is increasingly fractured and employers have radically different expectations for their people. This initial Field Manual sets the context for the remainder of the program, situating individual efforts to shape careers within a global economy defined by rapid economic and social change. It explores what it means to craft a career in terms of the fit between individual personalities and goals on one hand and evolving organizational structures and cultures on the other hand. The Field Manual also considers the costs and opportunities associated with the freelance and entrepreneurial economies. Most important, it signals to instructors and to learners that the Leadership at all Levels approach to pedagogy unlike that of many legacy textbooks is deeply student-centered. 2. ORGANIZATION Today s leading firms are (aspirationally) agile organizations constantly attuned to the changing needs of customers and partners and to the challenges presented by competitive global markets. They are often highly networked, natively global and organized around teams and matrixed structures. And they require people who are equally agile in their habits of thought and practice. The problem is that students are rarely prepared to navigate these organizations effectively before they enter the job market. This Field Manual functions as an orientation to contemporary firms for business graduates. It focuses on enabling a generation of agile leaders at all levels, able to add value to organizations and help shape strategy in real-time from day one. To this end, the Field Manual presents case studies from some of the global firms with the most innovative approaches to organizational design.

5 3. COLLABORATION Collaboration is an essential business skill especially for leaders. But effective collaboration is neither easy nor natural. It is both riskier and tougher to achieve than most students imagine. At the same time, successful collaboration is a competency that can be learned and honed with careful practice. This Field Manual introduces a practical approach to collaboration that can be applied to massive projects and small team meetings alike. It looks at the central role of conflict in collaboration and suggests clear options for actively improving collaborative processes. The Field Manual creatively incorporates the latest academic research on collaboration in order to provide practical tips for business students. Finally, it explores emerging technologies for digital and social collaboration and asks students to use design-thinking principles to consider their trade-offs. 4. VIRTUAL COLLABORATION We all communicate and collaborate at a distance in the contemporary economy; we are unavoidably embedded in a complexly networked world of digital communication channels. Within organizations, this collaboration largely takes place through a rapidly proliferating and shifting array of communication media from Slack to Yammer, from to LinkedIn. Most of us are pretty adept at using at least some of these tools. The question is how we can leverage particular communication media to shape collaboration, provide outlets for creativity and innovation, and generate value. This Field Manual teaches the art of leadership in virtual communication. It considers how team interaction functions differently within different media channels. It also explores how we can effectively orchestrate a blend of face-to-face and virtual collaboration. The Field Manual concludes by offering practical tips about tailoring the virtual facilitation process to various organizational, team, and individual goals. 5. GLOBAL TEAMS It s now essentially impossible to imagine working for any organization or attending business school for that matter without being part of a team. And many of these teams like many transnational firms are now fundamentally global in composition and orientation. It s time to move beyond the breathless hype about globalization and dissolving national boundaries and recognize that global teams are already a daily reality in many organizations. Most of us have long worked and studied alongside colleagues from other parts of the world or communicated remotely with team members located halfway across the world. Skill at leading or participating in global teams will increasingly shape careers and determine the success or failure of organizations. This Field Manual frames the practical risks and opportunities associated with global teams. It discusses how to balance local knowledge with a global perspective. It explores how to manage the frictions and mistaken assumptions that inevitably arise from interactions between globally diverse colleagues in team settings. And it examines proven techniques for organizing and leading global teams to effectively create value.

6 6. POWER Power is one of those elusive concepts with a wide range of possible definitions. Is it a good thing or a bad thing? A substance or a tool? A vital component of leadership or a means to dominate others? Many students use the word in daily conversation without reflecting much on what it means to us or to others. Yet without a practical understanding of the way power works, they can find it difficult to navigate relationships, understand organizations, or realize their own professional goals. This Field Manual offers tips for understanding, accumulating, and effectively wielding power within organizations. It considers what the study of power and its application can actually help businesspeople accomplish. It also teaches how to wield power from below, without the benefit of bureaucratic authority or position. Finally, the Field Manual offers practical tips for accumulating power within a range of organizations and asks students to consider what power means to them as members of organizations. 7. INFLUENCE Influence is the term of the moment in global business. Businesspeople require influence in order to succeed within organizations and their potential is increasingly evaluated based on perceptions of their ability to exert influential. Yet influence is a notoriously slippery term. What does influence mean and how do we measure it? Who has influence and how can influence be accumulated and wielded effectively in a range of contexts? Given the realities of matrixed organizations and the withering away of unilinear hierachies, new graduates must learn to transfer knowledge across silos, perform as part of cross-functional teams, and traverse multiple reporting relationships from their first day of employment. This Field Manual defines the concept of influence in contemporary organizations. It also considers the difference between influence as something we accumulate and possess a noun and influence as something we do to others a verb. It presents the challenge of influencing others when we don t have the power to accomplish change on their own. And it offers practical tips for accumulating influence by cultivating our social and other forms of capital. 8. SOCIAL NETWORK Now more than ever, businesspeople need to influence a wide range of stakeholders from clients to suppliers to colleagues in order to realize their visions. Building a far-reaching and effective social network is an essential condition of success in contemporary organizations. But the means for building and leveraging such networks are far from clear. Evolving organizational structures, emerging social networking technologies, and changing expectations mean that social networking means something rather different than it did fifty or even five years ago. This Field Manual focuses on how aspiring leaders can build social networks of influence both within and outside of organizations. It explores the difference between cultivating an effective social network and merely networking, or simply exchanging of business cards over a beer. It also explores various categories of allies they might want to approach, and when and how to recruit those allies in order to efficiently and effectively accomplish their goals.

7 COMING IN 2016 Negotiation Opportunity Decisions Execution Agility Learning Coaching Leadership Nomadic Learning 2015

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