Faculty
Professors Pino G. Audia, William F. Joyce, Roy J. Lewicki
Objectives
The dominant focus of Leading Organizations will be the behavioral science foundations of human behavior and human resource management in organizations. We will primarily focus on individual, interpersonal, and small group behavior and dynamics. More specific learning goals are:
a) to increase your conceptual knowledge about individual, interpersonal and small group and behavior in complex organizations;
b) to increase your awareness of your own and others' assumptions, motivations, attitudes, values, emotions and behavior in human interaction;
c) to increase your skill in diagnosing the structural and behavioral antecedents of behavior problems in organizations, and prescribing effective action to remedy those problems.
d) to increase your capacity to exercise leadership in organizations.
In the course we will tie concrete organizational situations (as reflected in cases and simulations) to essential theories and effective management practices. The complexity of our analysis will increase gradually. Part I begins with what affects the behavior of individuals and groups, and moves through an understanding of interpersonal and small group behavior. Part II (taught by another instructor) concludes by looking at behaviors and skills required for leading organizations. Although the course provides numerous linkages between theories and management practices (e.g., reward systems, building high performance teams, managing change), it should be clear that this is a foundation course. Through other core courses and electives, you will gradually develop a more integrated view of how people affect and are affected by organizations.
To accomplish these objectives, the course will include the following elements:
Exposure to essential theories and concepts for analyzing managerial problems.
Individual and group analysis of cases and experiential exercises.
Exchange of ideas and experiences in the classroom.
Part II: Leading at the Executive Level
New patterns of competition, new technologies, and basic shifts in values are combining to require fundamental changes in the way that management is practiced. Senior managers report that they face major new challenges in the areas of corporate strategy, globalization, and human resources, and that they feel particularly unprepared to deal with the latter. Managing the human side of the enterprise is emerging as the most significant management challenge of the decade.
Early management thinking emphasized the "functions" of a manager- planning, directing, controlling, and staffing the organization. The increasing pace of change in modern society has forced a re-examination of the traditional role of management. Old ideas encouraged stability and order. New management concepts focus on change, creativity and the involvement of the workforce, and consequently require new management skills for implementing them
The Evergreen Studies identified the key factors that determine a firm’s success. Extensive research based upon 60,000 pages of analyst’s reports, journalist’s accounts, and interviews with industry and firm experts identified four “Foundation Practices” that distinguished “Winner” from “Loser” firms. These practices were:
1. Creating shared, focused strategies
2. Efficient and effective execution
3. Building organizations that are flat and fast
4. Building adaptive work cultures
Implementing these practices is the primary responsibility of the executive leadership of the firm. The first of these topics was begun in the AGM class and will be extensively addressed in the Business Policy class. The remaining 3 will be addressed in the 7 sessions comprising this portion of the Leading Organizations class.
Requirements
Your Responsibilities
Come to class well prepared with the assigned readings and pre-work. Be ready to contribute. The more you prepare, the more you will get out of it. The more you are involved, the better the class will be for everyone. I will assume that all participants have prepared the materials for each session.
Be a careful, respectful, and heedful listener to the contribution of others. However, do not be afraid to engage in debate!
Display your name card at all times.
If you cannot attend a session due to very serious matters, or are forced to attend late/leave early, please inform me in advance.
Materials
Readings
The course outline lists reading material to be read in advance of each session. These materials are issued in the course pack (except where indicated).
Grading
1. Midterm group case write-up 40%
The take-home, group case write-up (Taran Swan) is due in class at the beginning of session 8 and will focus on the topics up to that class period. Further details will be discussed during the term
2. Class participation 20%
Learning from the course is greatly enhanced by students collectively sharing their insights and experience. It is your responsibility to come to class fully prepared to discuss issues on the agenda. Class participation evaluations are based on contributions to class discussions and case analyses, and active participation in-group exercises. The evaluation of your participation will be based, in part, on your ability to contribute comments that are insightful, relevant, and progressive (e.g., comments that move the discussion along, rather than restate what has already been said). I look for quality comments as opposed to quantity -- in fact, high quantity/low quality comments are downgraded.
Schedule
LEADING INDIVIDUALS (SESSIONS 1-2-3)
Thursday, Sept. 4, 2008 - Barclay
1. Personality and person-job fit
Managerial problem solving: A congruence approach - Tushman and O’Reilly
Case:
Kronos (A)
How has Mark Ain’s personality affected the way Kronos is managed?
What should Mark Ain do about the COO’s role?
Friday, Sept. 5, 2008 - Ankeny
2. Aligning People and Organizations
On the folly of rewarding A, while hoping for B – Kerr
Case:
London Symphony Orchestra (A)
What is the strategic objective of the LSO?
What motivates LSO musicians?
Where do the interests of the musicians deviate from those of the Orchestra
Wednesday, Sept. 10, 2008 - Ankeny
3. Motivating People in Organizations
Corporate budgeting is broken: let’s fix it – Jensen
Why incentive plans cannot work – Kohn
Case:
Hauser Food Products Company
Why is the Florida sales team withholding information?
What plan of action would you recommend to Brenda Cooper?
MAKING DECISIONS (SESSIONS 4-5)
Thursday, Sept. 11, 2008 - Shapiro
4. Decision-making
Understanding Behavior in Escalating Situations – Staw & Ross
Predictable surprises: The disasters you should have seen coming – Watkins and Bazerman
Case
The collapse of Barings (A)
What caused the collapse of Barings?
Tuesday, Sept. 16, 2008 - Barclay
5. Group Decision-making
Group influence - Myers (to be distributed in class - not in course reader)
Exercise:
Carter Racing (in class)
GETTING THINGS DONE: (SESSION 6)
Wednesday, Sept. 17, 2008 - Ankeny
6. Getting Things Done
The Necessary Art of Persuasion -- Conger
Case:
Pegasus Chemical Company (1981)
What is John Hoffee’s problem?
What action(s) would you recommend to John at the end of the case?
LEADING TEAMS (SESSIONS 7-8)
Tuesday, Sept. 23, 2008 - Barclay
7. Building High Performance Teams
Why Teams don’t Work – Hackman
Case:
The Mod IV Product Development Team
How has Mod IV ended up where it is now?
How would you assess Mod IV at this point?
How would you assess BCD at this point?
How would Whitman, Rodgers and Bailey assess Mod IV?
What are some alternatives for action at this point?
Mid-term group case analysis (40 %), due in class at the beginning of session 8
Wednesday, Sept. 24, 2008 - Ankeny
8. Team dynamics
A Note on Team Process - Hill
Taran Swan at Nickelodeon Latin America (A) and (B)
How do you evaluate Taran Swan’s performance in building her team? What did she do right? What did she do wrong? Why?
What are Swan’s challenges at the end of the case?
Should she appoint an interim director?
Mid-term group case analysis (40 %), due in class at the beginning of class today!
Class II-1 - Wednesday, October 1
What Really Works
The purpose of this session is to help students understand the fundamental leadership actions and tools that are essential to creating lean, fast, and effective organizations.
Before class read: Nohria, Joyce, and Roberson, “What Really Works”
After class read: Hrebiniak and Joyce, Implementing Strategy, Chapters 1 and 5
(Optional)
Class II-2, Thursday, October 2
Diagnosing Organizational Challenges
This session applies the ideas presented in the previous class to the diagnosis of organizational challenges. Students will assess an organization with which they have personal experience and share these results within the class. A general framework for organizational diagnosis will be presented along with special tools for implementing an actual assessment.
Class II-3, Wednesday, October 8
Organizing: Basic Organizing
In this session students apply the ideas presented at the previous lecture to a case that illustrates the trade-off between different management practices and the factors that influence the choice from among these alternatives
Case: Polaroid
Class II-4, Thursday, October 9
Organizing: Fast and Flat Organizations
This session focuses on the leadership challenges inherent in managing modern process-driven organizations. The session presents core ideas necessary to understand new organizational forms including matrix, network, process, and front-back structures.
After Class Read: Galbraith, Designing Complex Organizations, Chapters 2 and 5
Hrebiniak and Joyce, Implementing Strategy, Chapter 6 (Optional)
Class II-5, Monday, October 13
Organizing: Fast and Flat Organizations
The purpose of this session if to allow the students to appreciate the challenges in implementing lateral organizations that may violate many traditional principles of management, and to help them develop strategies for overcoming them.
Case: Federal Radar Corporation
Class II-6, Monday, October 13
Culture: Managing Change
This is a Special Joint Session. All classes will meet in Cook auditorium from 1:00-3:00 PM.
Guest Lecture: “Managing Change”
Class II-7, Wednesday, October 15
Culture: Building an Adaptive Culture
A primary function of leadership is to establish and promote a productive and meaningful organizational culture. This session focuses on the actions necessary to create such cultures based on empowering the workforce.
Reading: Joyce, MegaChange, Chapter 1.
Wednesday, October 15
Examination
Exam
A take home case-based examination will be distributed to student mailboxes after class on October 15, and will be due at 5:00 p.m. on October 20.
The examination will be closed book, closed notes, and open mind, and will emphasize the use of course concepts to logically address a practical problem in organizational alignment and change. Students will have 4 hours to complete the examination, and the exam must be completed in a single seating. Space limitations will apply. All honor code conditions will be respected.
Further instructions will be presented in class on October 15.
