MGT 164: ORGANIZATIONAL LEADERSHIP
STUDENT CLASS: Undergraduate, Upper Division Standing
TERM: Fall 2009
DAY/TIME: Tuesdays and Thursdays 9:30-10:50
CLASSROOM: Otterson Hall 1S114
PROFESSOR: Joanie B. Connell
EMAIL: jconnell@rady.ucsd.edu, anytime.
PHONE: 619-807-8165, M-F 9-5.
OFFICE ROOM: Otterson Hall
OFFICE HOURS: Tuesdays 11:00 a.m.-12:00 p.m. and Thursdays 8:45-9:15 a.m. and by appointment
TEACHING ASSISTANT: Kumar Raja
TA EMAIL: kumar.raja@rady.ucsd.edu
TA PHONE: 662.694.1446
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:
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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.
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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 www.universityreaders.com. 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
Week 1
Due
Thu
Sep 24
Tue
Sep 29
Class Topic & Activities
Introduction to Course
Assignments
Course Syllabus
Case Study: Enron
Thu
Oct 1
Leadership
Tue
Oct 6
Strategic Priorities
Thu
Oct 8
Case Study: HP
Week 4
Tue
Oct 13
Thu
Oct 15
Organizational Structure
~Team Time~
Case Study: Lego
Week 5
Tue
Oct 20
Communications
Networks & Teams
The Talent Myth; Are Smart
People Overrated? New
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
Week 2
Week 3
Date
Due
Thu
Oct 22
Class Topic & Activities
Decision Making
Week 6
Tue
Oct 27
Case Study: SAIC
Review for Midterm
Thu
Oct 29
Tue
Nov 3
MIDTERM EXAM
Motivational Factors
Case Study: WD-40
Thu
Nov 5
Tue
Nov 10
Issues in Work Motivation
~team time~
Organizational Culture
Case Study: Toyota
Thu
Nov 12
Case Study: Salomon
Brothers
Tue
Nov 17
Change Management
Case Studies: Microsoft
and Procter & Gamble
Thu
Nov 19
Culture & Society
Case Study: Microsoft
Tue
Nov 24
Thu
Nov 26
Tue
Dec 1
Thu
Dec 3
Thu
Dec 10
8:00-11:00 a.m.
Guest Lecture
~Team Time~
Week 7
Week 8
Week 9
Week 10
NO CLASS
Week 11
Week 12
ASSIGNMENTS
Assignments
Managing Group Decisions
from Winning Decisions:
Getting It Right the First
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
Leadership Development
Team Project
Presentations
FINAL EXAM
Managing Oneself, chapter
1 in Classic Drucker
IBM and/or 3M HBR articles
Group Project Reports Due
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
th
th
29 and the final will be held on December 10 , 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:
Midterm Exam (I)
Final Exam (I)
55%
25%
30%
Team Project:
Written Report (G)
Presentation (G)
Teammate Evaluation (I)
20%
10%
5%
5%
Participation:
In-class Discussion/Exercises/Quizzes, On-line Journaling, Web Surveys
(I/C/G)
25%
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.
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: http://wwwsenate.ucsd.edu/manual/appendices/app2.htm#AP14
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) 534-4382 or osd@ucsd.edu.