EGR Engineering Leadership and Strategic Change Summer 2010, Distance Education via Engineering Online

Transcription

1 EGR Engineering Leadership and Strategic Change Summer 2010, Distance Education via Engineering Online Myron Feinstein COURSE OVERVIEW Prerequisites: An engineering, technical or scientific undergraduate degree is required. Prior job experience is helpful but not required. You will be provided access to Moodle and Elluminate; you will need a webcam/microphone. Further details will be provided. Course Objectives: This course is designed to prepare students to lead strategic change projects and programs in an engineering or scientific work environment. This includes: 1. the conceptual frameworks for effective organizational change 2. distinguishing the technical and adaptive challenges of leadership 3. applying the principles of system thinking to human organizations 4. analyses of real-world change efforts (business cases) 5. virtual teams and international teams 6. skills required to be an effective leader and agent of change in your own organization Course Details: The class is Internet based. Even though the course is online, our schedule corresponds with the on-campus calendar and follows an organizational pattern very much like an on-campus course that requires you to be prepared weekly. A new lesson begins on Tuesday of each week. In addition to reviewing a recording of the classroom lecture and discussion, students will also need to complete required weekly readings and online activities, as described on the course site. Students will work in groups to complete assigned projects and will be expected to schedule periodic virtual meetings in order to complete these tasks. Format: A course site is available at You must login to the course site using your Unity ID and password, and from there you will access PowerPoint presentations, recorded weekly lectures, links to required readings and course materials, and Discussion Forums. Students will engage the learning material independently according to the course schedule. If you have not already done so, access your NC State University Unity computer account and be familiar with your login ID and Password. This information is available at: Page 1 of 7

2 Through the use of the Elluminate Web conferencing application, student groups will also meet virtually to plan and present assigned group projects. Elluminate supports VoIP real-time voice communication and supports the exchange of data and multimedia content in addition to offering a means of application and file sharing. Detailed instructions regarding hardware requirements and optimizing your computer to function with Ellulminate will be provided. Instructor Office Hours: I will schedule Elluminate sessions for virtual online office hours. However I encourage you to me at any time with your questions or concerns. You can usually expect me to respond to an within 24 hours. I will let you know if I will be out of touch for more than a day or two. Textbook: You will want to have the required course text available by the first week of class. It is available from the NC State Bookstore or can be ordered from almost any other bookstore including online bookstores (amazon.com). The textbook is: Leading Change, by John P. Kotter, Harvard Business School Press, ISBN 13: Course Communications: The communications components of the course include , Moodle discussion forums, and the Elluminate Live Web conferencing application. Much of our discussion will take place asynchronously via the Moodle Discussion forum in the course Website, meaning that discussion occurs over an extended period of time rather than in "real time". You do not have to be online at the same time as other students or the instructor in order to participate in these discussions. The discussion forums are public - that is, they can be accessed by anyone in the course. In these public spaces, follow the normal courtesies of public communications. Any private communications between individuals should be completed using or telephone. Elluminate Live! is a synchronous Web conferencing tool that provides students and instructors with an option for two-way audio, video, and file and application sharing. Student response to NC State s use of this delivery medium has been very favorable since its introduction last year. Live sessions may be recorded for later viewing, as well. Instructor s Preferred mode of Communication: The best way to reach me is via (mefeinst@ncsu.edu). Be sure to put BUS in the subject heading so that I will know that the message is about the course. I will attempt to respond to all within 24 hours. On weekends I do not check my . If I receive numerous s from students addressing the same concern(s), then a global will be sent to all course participants. If you would like to have a telephone conversation with me, please first to set up a convenient time for us to chat. I do not check voic as frequently as , so is the preferred method of communication. Page 2 of 7

3 COURSE REQUIREMENTS AND EXPECTATIONS Class Schedule and Required Readings: Video lectures will be available for viewing beginning each Tuesday and Thursday during our ten week summer session. See the Course Schedule and Readings List on pages 6 and 7 of this syllabus. Dates and readings are subject to change; advance notice will be given of any changes in assigned readings. Your success in the class depends on a mix of learning from others and developing ideas and concepts of your own. The course requires learning from assigned readings, group work, and team term project results. Students are expected to complete reading assignments (available on the course website) before viewing the twice-weekly posted videos. When teams are assigned group work such as case studies or discussion questions, the teams will meet at a day and time agreed to by the team. We use the Elluminate collaborative system. This also will be the vehicle for team term projects. GRADING and EVALUATION Student Conduct: Each assignment must be completed without the assistance of any other person, unless assigned as group work. All students are expected to practice academic integrity throughout the course. Any evidence of academic dishonesty (cheating, plagiarism, etc.) will be pursued diligently. Review the NCSU Code of Student Conduct and adhere to the code at all times. Incomplete and Late Assignments: It is the students responsibility to meet all deadlines in the class unless they have a university recognized excuse (religious holiday, death in family, medically excused absence due to illness, inclement weather.). Assignments are due by 11:00 p.m. on the posted due date. Please note that stated times are for U.S.A. Eastern Time zone, and if you are traveling you may need to account for time differences. Students should be familiar with the university attendance regulation, which covers excused and unexcused absences and scheduling makeup work. In case of an emergency, students should work with the instructor well in advance to agree upon alternative deadlines. Instructions for Submitting Assignments: Most assignments will be submitted in our Moodle course site drop-box. Please note that NC State's limit for the file size of an attachment is 15 megabytes. This should not present a problem in this course, but you should be aware of the limitation. Please save your file in a format readable by Microsoft Word for Windows. Also, please follow this naming convention: Student Name(s)-Assignment Due Date.doc Page 3 of 7

4 Grading: Team/group discussions Term project Analyses of case studies Individual written assignments 200 possible points (via virtual teams) 200 possible points 300 possible points 300 possible points 1000 total possible points Scale for Grades: The +/- grading is the University s official grading scale and will be used in this class. POLICIES Academic Integrity: The NCSU Code of Student Conduct covers all work done in this course. Any suspected violations will be promptly reported. Academic dishonesty will result in an automatic failing grade for the course. Course Evaluations: A formal evaluation is conducted by the University at the end of the semester and the goal is to achieve 100% class participation in this survey. Online class evaluations will be available for students to complete during the last two weeks of class. Students will receive an message directing them to a website where they can login using their Unity ID and complete evaluations. All evaluations are confidential; instructors will never know how any one student responded to any question, and students will never know the ratings for any particular instructor. Evaluation website: Student help desk: classeval@ncsu.edu More information about Class Eval: Account: NC State provides all students with free accounts. Please be aware that ALL correspondence from the university and/or the Department of 4-H Youth Development and Family and Consumer Sciences regarding your classes, program information, student information, ebills and other official communication will be sent to your NCSU unity account. This means that course-related communications from your instructors will also go to your unity account. This was a decision made at the university level and the department must comply with these new regulations. If you wish to receive university at a non-unity address, you MUST modify the settings in your university account to specify your desired address as a forwarding address. This simple process can be completed online at: Page 4 of 7

5 Students with Disabilities: Reasonable accommodations will be made for students with verifiable disabilities. In order to take advantage of available accommodations, students must register with Disability Services for Students, 1900 Health Center, Box 7509, NCSU Copyrighted Materials: This course web site contains copyrighted materials and was developed for instructional purposes to be used by graduate students in BUS Students currently registered in this course are permitted to print or make copies of parts of this site for their own personal use in conjunction with completing the course. Text, audio files, images or design of this web site may not otherwise be distributed or modified in any manner without the prior written permission of the instructor. This site may also contain material by various authors that is covered under additional copyright protection. In all cases this material will be clearly cited and may not be further disseminated without the express and written permission of the legal copyright holder. The user must assume full responsibility for any use of the materials, including but not limited to, infringement of copyright and publication rights of reproduced materials. TECHNICAL INFORMATION Required Software and Hardware: This course has been designed with minimal hardware and software requirements. With respect to your home computer system, it should meet or (preferably) exceed the minimum recommendations made by NCSU Computing Services. Word: Students must have access to Microsoft Word for Windows. Assignments sent electronically must be submitted in this format. If you are interested in purchasing a copy of Microsoft Word or the complete Microsoft Office for home use, you can usually obtain an educationally-priced version from the NCSU Bookstores. Page 5 of 7

6 COURSE SCHEDULE AND READINGS LIST MODULE DATE TOPIC READING 1 May 25 Pre-readings; Course Description; Foundational Material; Calm Under Crisis Goleman 2 May 27 Successful Organizations; Graduation Speech National Science Board 2007 Top Ten Reasons Why Leaders Fail Seven Practices of Successful Organizations, J. Pfeffer Leadership Grid J. Porras Built to Last 3 June 1 Organizational Culture Primer On Organizational Culture, Darden, U. of Virginia Cultural Issues in Mergers and Acquisitions, Deloitte Who Says Elephants Can t Dance?, L. Gerstner, pp June 3 Systems Thinking The Fifth Discipline, Peter Senge, pp ; How to Teach Smart People to Learn, Chris Argyris 5 June 8 Leaders and Managers; The Adaptive Challenge 6 June 10 What is Expected of a Leader? Leaders: Born or Made? 7 June 15 Leaders: Born or Made (contd.); Leadership and Gender; Alice in Wonderland? Leadership: Is it Time for an Educational Change? Leaders and Managers (H. Nibley) Managing Oneself, Peter Drucker Wolves (video): The Leadership Mystique, M. Kets De Vries, pp ; Do CEO s Matter? Leaders and the Leadership Process, Kirkpatrick and Locke, pp Putting Leaders on the Couch, M. Kets de Vries What Makes a Leader?, D. Goleman Michael Schrage Jack Welch: What Your Leader Expects of You, L.Bossidy Diagnose the Adaptive Challenge, R. Heifetz Case Study: Rudolph Giuliani Xerox s New Chief: wanted=4&em The Female Advantage, Sally Hegelson The Leadership Mystique, M. Kets De Vries, pp Case Study: Alice In Wonderland? 8 June 17 Communication Ten Tips for Effective Leadership Communication How Leading Companies Communicate With Employees, Young and Post Case Study: Alpha and Omega Galvin Speech at Motorola 9 June 22 Leadership in a Global Context 10 June 24 Case Studies: Rudolph Giuliani Alice In Wonderland? SUMMER BREAK Making It Overseas, M. Javidan Mentoring Millennials, J. Meister Embracing Uncertainty, K. Sweetman 11 July 6 The Change Process; Vision 12 July 8 Motivating and Enabling Change Leading Change, J. Kotter, pp The Vision Thing, T. Jick Women and the Vision Thing, Ibarra and Obodaru The Fifth Discipline, Peter Senge, pp Leading Change, J. Kotter, pp The Uncompromising Leader, R. Eisenstat Managing Change in Operations, Darden, U. of Virginia 13 July 13 Road Map for Change Cracking the Code of Change, M. Beer Managing Dynamics of Change, Oliver Wyman Page 6 of 7

7 14 July 15 Embedding Change Leading Change, J. Kotter, pp The Hard Side of Change Management, H. Sirkin Leading in Emotional Times, The Boston Consulting Group 15 July 20 Change Experiences Leading Change, J. Kotter, pp Case Study: Home Depot s Blueprint for Culture Change Ten Lessons From the Battlefront, D. Lawrence 16 July 22 Change Experiences (contd.); Ambidextrous Organizations 17 July 27 Global and Virtual Team Leadership; Influencing 18 July 29 MBTI Case studies: Ten Lessons - Lawrence Carlos Ghosn - Nissan Mint Condition, A. Muoio Why Change Programs Don t Produce Change, M. Beer Case Study: The Global Leaderhip of Carlos Ghosn at Nissan Team Management Challenges: Where Leaders Matter The Team That Wasn t, S. Wetlaufer Managing Multicultural Teams, J. Brett Teams That Span Time Zones Face New Work Rules, B. Snyder How GE Teaches Teams to Lead Change, S. Prokesch 19 August 3 Metrics Checklist Summary of the Levers of Control, R. Simons Force Field Analysis, K. Lewin Pulling Away, Managing and Sustaining Change, M. Cook Maximizing Your Return on People, Bassi and McMurrer 20 August 5 The Future Leading Change, J. Kotter, pp Leadership in a Permanent Crisis, R. Heifetz Final Project August 10 SUMMARY ASSIGNMENT TABLE Due Date Type Topic Points June 2 Individual Which of 7 practices? 100 June 7 Teams of two Assess corporate culture 100 June 14 Discussion Board Do CEO s matter? 100 June Teams of two Cases: Giuliani or Alice 150 July 9 Teams of two Submarine crews 100 July 23 Individual Ten Lessons 100 July 28 Teams of two Case: Carlos Ghosn 150 August 10 Teams of two Term Field Study 200 Page 7 of 7