Seattle University
Executive Leadership Program
2001-2002
Effective Enterprises (EXLP 511)
Faculty:
Greg Magnan, Ph.D.
E-mail:gmagnan@seattleu.edu
Phone: 206.296.6466
Mailing Address:
Seattle University
Albers School of Business & Economics
Pigott 426
900 Broadway
Seattle, WA 98122
Schedule:
December 7, 2001; 4:30 – 5:30
January 17, 2002; 8:30 – 5:30,
January 18, 2002; 8:30 – 5:30
February 14, 2002; 1:30 – 5:30
February 15, 2002; 8:30 – 5:30
Course Description and Objective:
This module of the program provides a forum to discuss business issues and challenges
facing the executive team in an organization. Implicit in this context is the relationship
between decisions made by leaders and the environment in which they are made. We
will start from the perspective of leaders in new situations and challenges and work our
way through mergers, supply chains, leading in crises and eventually global issues. The
concept of change will be a constant companion.
As firms continue to focus on core competencies, multiple functions in a firm are being
asked to fulfill boundary spanning roles and coordinate with suppliers and customers in
the supply chain, placing pressure on the skills of individuals, as well as the performance
measurement systems under which they operate. In addition to internal and external
coordination issues, we will also address how changes in a firm’s business environment
can affect its ability to remain competitive.
We will primarily use the case method to highlight general management issues and
challenges. Cases and readings serve as vehicles to introduce complex business issues
and provide general frameworks for discussion. In-class discussions are the major
learning component in this module. Therefore, students must be prepared for case and
reading discussions.
Executive Leadership Program  900 Broadway, Pigott Building 431  Seattle, WA 98122-4340
Phone: 206.296.5374  Fax: 206.296.2374  Email: execlead@seattleu.edu
Course Requirements and Deadlines:
Readings and written assignments (if you are submitting a case) are due at the beginning
of each session.
1.
Case Analyses (25%):
You are required to turn in a minimum of two written case analyses. Each is to be
double-spaced, no longer than three pages, and should use the format appearing below.
Cases are due the day the case is to be discussed. You are allowed (and encouraged) to
submit analyses as a small group. You may turn in more than two and only the two
highest scores will apply.
Required Format:
Please analyze and write-up cases using the structure outlined below. Please respond as
if you are an outside consultant to the case principals. Since you only have three pages,
limit the restating of case facts to those that are important to your analysis. Section
headings are a must in your analyses (use those in bold below.)
1.
Executive Summary: One/two paragraph summary of key issues and
recommendations. This should be a one or two (maximum) paragraph
summary that can “stand apart” from the rest of the analysis. Write last,
put first.
NOTE: for the sections below, a bullet-point format is strongly encouraged (they can
be single spaced).
2.
3.
4.
5.
6.
•
Organizational Profile/Overview: Brief discussion of key elements in
case as they relate to your analysis, such as product/services offered,
competitive priorities, industry trends, marketing issues, human resource
issues, etc.
Critical Issue(s): Identification of the major problem(s) and issue(s)
present in the case.
Alternatives: Identify the feasible solutions or alternatives available to the
principals. Include some evaluation or discussion of strengths and
weaknesses of each alternative (bullet format is preferable).
Recommendation: Selection of preferred action.
Action Items: Short list of prioritized action items for principals. Also, a
good spot to address potential negative consequences of your
recommendation. If appropriate, break list into short- and long-term.
Note: In cases with multiple issues, you may prefer to group
issue/alternative/recommendation for each issue rather than repeating
items.
Executive Leadership Program  900 Broadway, Pigott Building 431  Seattle, WA 98122-4340
Phone: 206.296.5374  Fax: 206.296.2374  Email: execlead@seattleu.edu
2.
Participation (50%):
As discussions are the primary learning vehicle in this module, you are expected to
provide insightful input during case and class discussions. This, obviously, requires
having read the cases and articles prior to class and being prepared to participate in the
discussions. Contributions that advance the case discussion or build on the work of
others will be most rewarded.
Included in the course schedule are selected discussion questions that can be used to
structure your reading. Written responses to these questions are not required.
3.
Team Interview Of Senior Executive (25%):
Task is to interview a senior executive (CEO/directly reports to a CEO or senior officer
of non-profit) outside of your own organization to investigate their leadership style and
philosophy. The interview should provide insight in to how that style affects their role in
the organization, their ability to manage change, informs them on ethical issues, and
shapes the culture of the organization.
Six or seven teams of three will be formed on 12/7/01. Each team is expected to select
the executive they wish to interview and manage the entire process. Teams will present
the information and insights on the afternoon of our February 15, 2002 session.
Presentations will be limited to 20 minutes. While a formal presentation is not required,
preparation of a few insightful PowerPoint slides is encouraged.
Session 1 / Jan 17 / 8:30 AM – 12:00 PM
“Lead or Manage?”
CASE:
Yellowtail Marine, Inc.
READINGS: Kotter, John P., “What Leaders Really Do,” Harvard Business Review,
May-June, 1990.
Goleman, Daniel, “What Makes a Leader?,” Harvard Business Review,
Nov-Dec, 1998.
RECOMMENDED [not required]: Goffee, Robert and Gareth Jones,
“Why Should Anyone Be Led By You?,” Harvard Business
Review, Sep-Oct, 2000.
Executive Leadership Program  900 Broadway, Pigott Building 431  Seattle, WA 98122-4340
Phone: 206.296.5374  Fax: 206.296.2374  Email: execlead@seattleu.edu
Session 2 / Jan 17 / 1:30 PM – 5:30 PM
“Leading Change”
CASE:
Granite Rock Company
READINGS: Heifetz, R.A. and D.L. Laurie, “The Work of Leadership,” Harvard
Business Review, Jan-Feb, 1997.
Collins, Jim, “Level 5 Leadership: The Triumph of Humility and
Fierce Resolve,” Harvard Business Review, January, 2001.
GUEST:
TBD
Session 3 / Jan 18 / 8:30 AM – 12:00 PM
“Mergers”
CASE:
Hambrecht & Quist
1.
Should they remain independent or merge with a larger
firm?
READINGS: “Lessons From Master Acquirers: A CEO Roundtable on Making
Mergers Succeed,” Harvard Business Review, May-June, 2000.
Bower, Joseph L., “Not all M&As Are Alike—and That Matters,”
Harvard Business Review, March, 2001
RECOMMENDED [not required]: Ashkenas, Ronald N. and
Suzanne C. Francis, “Integration Managers: Special Leaders for
Special Times,” Harvard Business Review, Nov-Dec, 2000.
GUEST:
Boh Dickey
Session 4 / Jan 18 / 1:30 PM – 5:30 PM
“Systems & Supply Chains”
In-class Simulation
READING: Magretta, Joan, “The Power of Virtual Integration: An Interview
with Dell Computer's Michael Dell,” Harvard Business Review, MarchApril, 1998.
Executive Leadership Program  900 Broadway, Pigott Building 431  Seattle, WA 98122-4340
Phone: 206.296.5374  Fax: 206.296.2374  Email: execlead@seattleu.edu
1.
2.
What does Michael Dell mean by the statement, “If you
tried to divide Dell up into a manufacturer and a channel,
you’d destroy the company’s unique value”? (p. 84)
What is Michael Dell’s role in the company?
Session 5 / Feb 14 / 1:30 PM – 5:30 PM
“Leading in Crises”
CASE:
The NAACP.
1.
What are the most pressing issues for the next Board Chair?
How should they be handled?
READINGS: Fryer, Bronwyn, “Leading Through Rough Times: An Interview with
Novell’s Eric Schmidt,” Harvard Business Review, May, 2001.
Beer, Michael and Nitin Nohria, “Cracking the Code of Change,”
Harvard Business Review, May-June, 2000.
RECOMMENDED [not required]: Teerlink, Rich, “Harley’s
Leadership U-Turn,” Harvard Business Review, Jul-Aug, 2000.
GUEST:
Carolyn Corvi
Session 6 / Feb 15 / 8:30 AM – 12:00 PM
“Globalization”
CASE:
Levi Strauss & Global Sourcing (A)
1.
CASE:
Should Levi continue business in China?
Hitting the Wall: Nike and International Labor Practices
1.
Do you feel that NIKE has done enough?
Session 7 / Feb 15 / 1:30 PM – 5:30 PM
Executive Interview Presentations (20 minutes each)
Executive Leadership Program  900 Broadway, Pigott Building 431  Seattle, WA 98122-4340
Phone: 206.296.5374  Fax: 206.296.2374  Email: execlead@seattleu.edu
Executive Leadership Participant Responsibilities and Evaluation:
A straight grading scale will be used to evaluate participants (A = 95-100, A- = 90-94,
B+ = 87-89, B = 83-86, etc.). Participants will be evaluated using the following criteria:
1.
2.
3.
Case analyses (25%)
Participation (50%)
Executive Interview (25%)
Recommended Reading List: These items are also listed in the schedule.
Goffee, Robert and Gareth Jones, “Why Should Anyone Be Led By You?,”
Harvard Business Review, Sep-Oct, 2000.
Ashkenas, Ronald N. and Suzanne C. Francis, “Integration Managers: Special
Leaders for Special Times,” Harvard Business Review, Nov-Dec, 2000.
Teerlink, Rich, “Harley’s Leadership U-Turn,” Harvard Business Review, JulAug, 2000.
Executive Leadership Program  900 Broadway, Pigott Building 431  Seattle, WA 98122-4340
Phone: 206.296.5374  Fax: 206.296.2374  Email: execlead@seattleu.edu