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MGT 164: ORGANIZATIONAL LEADERSHIP
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STUDENT CLASS: Undergraduate, Upper Division Standing TERM: Fall 2014 TIME AND ROOM • MGT 164A: Tuesdays and Thursdays 9:30 to 10:50 AM Otterson Hall 1S113 (Rady) • MGT 164B: Tuesdays and Thursdays 12:30 to 1:50 PM Otterson Hall 1S114 (Rady) PROFESSOR: Mary A. McKay OFFICE ROOM: Otterson Hall (Rady) 2E121 OFFICE HOURS: Tuesdays and Thursdays 11:00 AM to noon AND 2:00 to 3:00 (No Thursday afternoon OHs on 10/9, 10/16, 10/30, 11/6, and 11/13) YOUTUBE CHANNEL: YouTube marymckay4 LIBRARY E-­‐RESERVE PASSWORD: mm164 CLASS EMAIL ACCOUNT Section A: mgt164a@gmail.com Section B: mgt164b@gmail.com (PLEASE DO NOT USE TED FOR EMAILING. ALWAYS USE COURSE EMAIL ACCOUNT) ot
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ACADEMIC ADVISOR FOR RADY UNDERGRADUATE PROGRAMS: Hillary Flocke EMAIL: undergrad@rady.ucsd.edu OFFICE: Otterson Hall 2E113 – Student Services Area WALK-­‐IN HOURS: Tuesdays and Thursdays 9:00 AM to Noon AND Wednesdays 1:00 to 4:00 PM TEACHING ASSISTANT: EMAIL: see above for class email account SECTION A: Ryan Wagner OFFICE: See Announcements on TED
SECTION B: Elle Bass OFFICE HOURS: See Announcements on TED DESCRIPTION To be successful in today’s complex and changing business environment, students need a broad understanding of organizations and the challenges and opportunities facing today’s leaders and managers. Organizational Leadership combines both theoretical and practical approaches to understanding organizations and is designed to prepare students for effectiveness in future career positions. Students will work independently, in pairs and in small groups with a focus on critical reading, writing, and discussion. Organizational Leadership examines key themes in the study of the leadership in a modern organization: strategy, communication, networks, power and politics, ethics, culture, and change. The course will provide grounding in important concepts and connections to relevant and practical challenges facing today’s leaders. Course readings have been selected to introduce a topic, to provide a personal perspective, to teach a skill, to examine a problem or event in detail, or to inspire in-­‐depth thinking and future behavior. 1
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OBJECTIVES § To identify concepts from the study of organizational theory and organizational behavior that are foundational to the study of organizational leadership § To understand the relationship between organizational strategy and people, and the communication skills and tools, including networks, used by leaders to impact individual and group effectiveness § To identify and interpret sources and uses of power as a tool in organizational politics § To explore the need for moral humility in ethical leaders § To understand organizational culture as a tool of great leaders § To examine change management as an essential function of a modern leader § To compare and contrast multiple perspectives on leadership and the role of the leader in today’s organizations § To explore course readings through a journal/written dialogue with a partner § To grow in personal awareness, critical thinking and writing skills, and cooperative work behaviors or
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REQUIRED MATERIALS Required Online Purchase 1. The Course Reader for MGT 164 contains required reading. You will need to order your reader online at www.UniversityReaders.com. ot
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To purchase the course reader, please follow the instructions found in the announcements for this class on TED. This reader is NOT available in the UCSD Bookstore. N
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TED I rely on the course website to communicate with students, so plan to check it daily. I use the announcement function regularly and I will hold you responsible to stay up to date with all information. C
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Week 1 Thursday October 2 Tuesday October 7 Syllabus and course requirements Week 2 Thursday October 9 The Emotionally and Socially Intelligent Leader Tuesday October 14 Week 3 Thursday October 16 Tuesday October 21 Week 4 Thursday October 23 or
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Open Leadership: Collaborative, Engaged and Social Power and Leadership Thursday October 30 Moral Humility and the Ethical Leader Tuesday November 4 MIDTERM Week 6 Thursday November 6 Tuesday November 11 Culture as a Tool of Leadership yr
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Introduction to Leadership and Organizations ot
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Tuesday October 28 ht
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SCHEDULE (subject to change at the discretion of the instructor) WEEKS 1-­‐10 DATE TOPICS AND ACTIVITIES NO CLASS VETERANS DAY ASSIGNED READING AND DUE DATES Readings 1-­‐3* *See Assigned Readings below for details. PJ Submission #1 Due st
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Reading 4 (1 and 2 articles in collection)* rd
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Reading 4 (3 and 4 articles in collection)* PJ Submission #2 Due Readings 5-­‐7* Readings 8-­‐9* PJ Submission #3 Due Reading 10 (2 chapters)* Readings 11-­‐12* PJ Submission #4 Due Reading 13-­‐14* No Assigned Reading THERE IS NO PJ #5 Readings 15-­‐16* Reading 17-­‐18* PJ Submission #6 Due (Week 6 readings only) 3
Tuesday November 18 Week 8 Thursday November 20 Tuesday November 25 Week 9 Tuesday December 2 Thursday December 4 Week 10 Tuesday December 9 Thursday December 11 Leadership, Part 1 Authentic Leadership and Authentic Organizations Leadership, Part 2 Leadership Requires 360° Effectiveness N
Leadership, Part 3 Solitude, Humility, and Hope ht
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FINAL ESSAY C
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OPTIONAL REVIEW Readings 19-­‐21* is
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Motivating and Leading Change or
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Thursday November 13 ot
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Week 7 Final Essay Due Thursday, 12/11 9:30 AM for Section A 12:30 PM for Section B Use Turnitin Submission Link on TED OPTIONAL Final Exam Review Q+A Session Final Essay covers Weeks 1-­‐10 TBA Reading 22* PJ Submission #7 Due Readings 23-­‐24* Readings 25-­‐26*. PJ Submission #8 Due Readings 27-­‐28* Readings 29-­‐30* PJ Submission #9 Due *Thursday due date Readings 31-­‐32* Readings 33-­‐34* There is NO PJ #10 Final Essay is due today before class starts 4
Section A (9:30 AM) Thursday 12/18 8:00 AM Section B (12:30 PM) Friday 12/19 11:30 AM Final Exam covers Weeks 6-­‐10 is
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FINAL EXAM ot
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ASSIGNMENTS Reading: Reading is assigned for each class session with the exception of the day of the midterm. A reading guide for each week will be available in the course reader. You are not required to answer the questions included in the reading guide. They are meant to get you thinking. Partner Journal (30%): Students will be assigned into pairs during the first day or two of class. Each student pair will work together on a Partner Journal (PJ) that will last the full quarter. A detailed project description is posted on the course website (Content> Partner Journal). Exams (25% + 25%): See course schedule for dates and times. The mid-­‐term exam will cover Weeks 1-­‐5. The final exam will cover Weeks 6-­‐10. Midterm and Final exams will include multiple choice and true/false questions. Final Essay (10%): The final essay is a take-­‐home essay prompt (covering Weeks 1-­‐10) due on the day of the last class meeting before we begin class. The essay will be submitted via a Turnitin link on TED. N
Attendance (6%), Course Quiz (1%), Behavioral Lab (2%) and CAPE Evaluation (1%): Attendance is required and will be tracked with a sign-­‐in sheet. There is no penalty for the first absence. See TED for detailed information on other items. ©
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COURSE POLICIES ATTENDANCE AND PREPARATION: This course is very interactive and combines lecture, group discussion, partner dialogue and small group activities to facilitate learning. All components of the learning experience are designed to complement the reader and all material is fair game for exams. Reading must be completed before class on the day it is assigned. Regular attendance is required and recorded. PARTICIPATION: Class participation (individual contribution to exercises and discussion, etc.) is an important part of the learning experience. Please be prepared to contribute with insight, curiosity, and critique. ABSENCES: If you miss a class, plan to check with your journal partner to learn what was missed. EXAM AND OTHER DUE DATES: All due dates are firm. Late submittals are rarely accepted except under the most extenuating circumstances. Midterm and final exam dates are firm. Only the most extenuating circumstances would be cause for a make-­‐up opportunity and would require approved documentation. LAPTOPS AND CELL PHONES: Laptops, iPads, phones etc. are NOT permitted for use during class time http://www.fastcodesign.com/3029713/the-­‐best-­‐way-­‐to-­‐remember-­‐something-­‐take-­‐notes-­‐by-­‐hand 5
GRADING or
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Assignments Exams (I) Midterm (I) Final (I) Final Essay (I) PJ -­‐ Partner Journal (C) Attendance (I), Behavioral Lab (I), Course Quiz (I) and CAPE (I) TOTAL is
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Percentage 50% 25% 25% 10% 30% 10% 100% ot
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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 for an individual grade. ©
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GRADE SCALE FROM TED Between 97 and 100 = A+ Between 94 and less than 97 = A Between 90 and less than 94 = A-­‐ Between 87 and less than 90 = B+ Between 84 and less than 87 = B Between 80 and less than 84 = B-­‐ Between 77 and less than 80 = C+ Between 74 and less than 77 = C Between 70 and less than 74 = C-­‐ Between 67 and less than 70 = D+ Between 64 and less than 67 = D Between 60 and less than 64 = D-­‐ Less than 60 = F A 70 or above is required to pass
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**Notes: 1. Raw scores and percentages are released through TED MyGrades in a timely manner. 2. Grading and/or recording errors must be reported within 7 days of appearing on MyGrades. 3. If a curve is required, it will be applied after the final exam on the cumulative percentage for the quarter. I have used a curve only once, so please do not anticipate this happening. 4. The grade scale is firm and there is no opportunity for extra credit. 5. THERE WILL BE NO GRADE NEGOTIATING AT THE END OF THE QUARTER. PASS/NO PASS STUDENTS The choice to take any course pass/no pass can be helpful for students with a particularly difficult course load overall (Please note: Rady minor students who choose this course as an elective toward minor requirements are excluded from this option.) If you are eligible and have chosen pass/no pass, it is important to approach the course requirements with a thoughtful strategy. My goal is for you to learn the course content in a meaningful way. I hope your goal is the same, although I appreciate your desire to reduce the workload. You will need a 69.5% to pass. 6
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With this in mind, I would emphasize the following list in order to make a strong start. Your approach to the remainder of the course requirements should be personalized to your strengths. • Attend all classes • Complete the Course Quiz • Complete all readings on time • Complete all Partner Journal submissions with your full effort • Participate in the Behavioral Lab • Complete a CAPE evaluation (available late in the quarter) This gets you off to a solid start in the course (but is not nearly enough to pass), and helps you to prepare for the midterm by staying up-­‐to-­‐date with the readings. Once midterm results are available, you will have a sense of how to approach your preparation for the final and final essay. If you are attending, reading, and writing, I am confident you are learning and would be happy to discuss your personal strategy with you before or after the midterm and/or final exam. or
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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: https://students.ucsd.edu/academics/academic-­‐integrity/index.html How the Honor Code applies to this course: Students in Organizational Leadership will be expected to complete all coursework within the spirit and letter of the Honor Code and the Academic Integrity policies of the Rady School and the University. Plagiarism and cheating on exams are serious offenses. Please see your instructor if you have any questions or concerns. C
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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 professor. The student must present the OSD letter of certification and OSD accommodation recommendation to the professor 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) 534-­‐4382 or osd@ucsd.edu. 7
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ASSIGNED READINGS All bolded items are in the reader. Others can be found via links embedded here and via TED (see Content folders by week OR as marked for library e-­‐reserves). C
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WEEK 1: INTRODUCTION TO LEADERSHIP AND ORGANIZATIONS 1. Joan V. Gallos, “Making Sense of Organizations: Leadership, Frames and Everyday Theories of the Situation,” Joan Gallos, Editor, Business Leadership (2e), Jossey-­‐Bass, 2008. Pp. 161-­‐179. (Link in Week 1 Content folder on TED) 2. Robert L. Simons, “Stress-­‐Test Your Strategy: The 7 Questions to Ask,” Harvard Business Review, case no. R1011G, November 2010. 3. John P. Kotter, “What Leaders Really Do,” Harvard Business Review, no. RO111F, December 2001. WEEK 2: THE EMOTIONALLY AND SOCIALLY INTELLIGENT LEADER 4. Daniel Goleman, Richard Boyatzis, Annie McKee, “Emotionally Intelligent Leadership (HBR Article Collection),” Harvard Business Review, no. 12088, September 2008. (All 4 articles in this collection are due this week.) WEEK 3: OPEN LEADERSHIP: COLLABORATIVE, ENGAGED AND SOCIAL 5. Herminia Ibarra and Mark Hunter, “How Leaders Create and Use Networks,” Harvard Business Review, no. R0701C. January 2007. 6. Kevin Plank, “Under Armour’s Founder on Learning to Leverage Celebrity Endorsements,” Harvard Business Review, no. R1205A-­‐PDF-­‐ENG. May 2012. 7. Rob Cross and Robert Thomas, “A Smarter Way to Network,” Harvard Business Review, no. R1107P. July-­‐
August 2011. 8. Charlene Li and Karen Christensen, “Open Leadership: A New Paradigm Emerges,” Harvard Business Publishing Product # ROT156-­‐PDF-­‐ENG. January 2012. 9. Tim Leberecht, “Embracing Openness: Designing for the Loss of Control,” Harvard Business Publishing Product # ROT159-­‐PDF-­‐ENG. January 2012. 8
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WEEK 4: POWER AND LEADERSHIP 10. Lee G. Bolman and Terrence E. Deal, “ Power, Conflict and Coalition” and “The Manager as Politician,” Reframing Organizations: Artistry, Choice and Leadership (5e), Jossey-­‐Bass, 2013, pp. 183-­‐223. (Library e-­‐
Reserves: 2 chapters) 11. David C. McClelland and David H. Burnham, “Power is the Great Motivator,” Harvard Business Publishing Product # R0301J-­‐PDF-­‐ENG. January 2003. 12. Jeffery Pfeffer, “Power Play,” Harvard Business Review, no. R1007G. July 2010. WEEK 5: MIDTERM / MORAL HUMILITY AND THE ETHICAL LEADER 13. Max H. Bazerman, “Becoming a First Class Noticer” Harvard Business Publishing Product # R1407L-­‐PDF-­‐ENG. July 2014. 14. Clayton Christensen, “How Will You Measure Your Life” Harvard Business Publishing Product # R1007B-­‐PDF-­‐
ENG. July 2010. WEEK 6: CULTURE AS A TOOL OF LEADERSHIP 15. Clayton M. Christensen and Kirsten Shu, “What is an Organization’s Culture?” Harvard Business Press # 399104-­‐PDF-­‐ENG. August 2006. 16. Sohrab Vossoughi, “Secret Recipes: The Power of Culture in an Experience Economy,” Harvard Business Publishing Product # ROT196-­‐PDF-­‐ENG. May 2013 17. Holly Shroth, ”It’s Not About Winning, It’s About Getting Better,” California Management Review # CMR491-­‐PDF-­‐ENG. August 2011. 18. Tony Hsieh, “Zappos’ CEO on Going to Extremes for Customers,” Harvard Business Review no. R1007A-­‐PDF-­‐
ENG. July 2010. WEEK 7: MOTIVATING AND LEADING CHANGE 19. John P. Kotter, “Leading Change: Why Transformation Efforts Fail,” Harvard Business Publishing Product # R0701J-­‐PDF-­‐ENG. January 2007. 20. Karen Christensen, “Neuroleadership 101: An Interview With David Rock,” Harvard Business Publishing Product # ROT197-­‐PDF-­‐ENG, May 2013. 21. Chip Heath and Dan Heath, “Introduction,” Switch. New York: Random House, 2010. (Updated link in Week 7 Content folder on TED) 22. Theresa M. Amabile and Steven Kramer, “The Progress Principle: Optimizing Inner Work Life to Create Value,” Harvard Business Publishing Product # ROT157-­‐PDF-­‐ENG. January 2012. 9
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WEEK 8: LEADERSHIP, PART 1: AUTHENTIC LEADERSHIP AND AUTHENTIC ORGANIZATIONS 23. Rob Goffee and Gareth Jones, “Why Should Anyone Be Led By You,” Harvard Business Review no. R00506-­‐
PDF-­‐ENG. September 2000. 24. Bill George, Peter Sims, Andrew N. McLean, and Diana Mayer, “Discovering Your Authentic Leadership,” Harvard Business Review, reprint no. R0702H. February 2007. 25. Karen Christensen, “Thought Leader Interview: Bill George,” Harvard Business Publishing Product # ROT184-­‐
PDF-­‐ENG. September 2012. 26. Rob Goffee and Gareth Jones, “Creating the Best Workplace on Earth,” Harvard Business Publishing Product # R1305H-­‐PDF-­‐ENG. May 2013. WEEK 9: LEADERSHIP, PART 2: LEADERSHIP REQUIRES 360° EFFECTIVENESS 27. Lisa Rosh and Lynn R. Offermann, “Be Yourself, But Carefully,” Harvard Business Publishing Product # R1310J-­‐PDF-­‐ENG. October 2013. 28. Linda A. Hill and Kent Lineback, “Don’t Forget Your Boss: Make the Most of this Critical Relationship,” Harvard Business Publishing Product # 7321BC-­‐PDF-­‐ENG. January 2011. 29. Amy J.C. Cuddy, Matthew Kohut and John Neffinger, “Connect, Then Lead,” Harvard Business Publishing Product # R1307C-­‐PDF-­‐ENG. July 2013. 30. Richard Boyatzis and Annie McKee, “Great Leaders Move Us: An Introduction to Resonant Leadership and Why It Matters,” Harvard Business Publishing Product # 2627BC-­‐PDF-­‐ENG. October 2005. WEEK 10: LEADERSHIP, PART 3: SOLITUDE, HUMILITY, AND HOPE 31. James Collins, “Level 5 Leadership: The Triumph of Humility and Fierce Resolve,” Harvard Business Review no. R0507M-­‐PDF-­‐ENG. July 2005. 32. Karen Christensen, “Thought Leader Interview: Roger Martin,” Harvard Business Publishing Product # ROT214-­‐PDF-­‐ENG. August 2013. 33. William Deresiewicz, “Solitude and Leadership: If You Want Others To Follow, Learn To Be Alone With Your Thoughts,” Lecture delivered at the United States Military Academy at West Point in October of 2009. (http://www.theamericanscholar.org/solitude-­‐and-­‐leadership/) 34. Andrew Razeghi, “Choose Hope: On Creating A Hopeful Future,” Joan Gallos, Editor, Business Leadership (2e), Jossey-­‐Bass, 2008. Pp. 516-­‐517. (Library e-­‐reserves) C
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