Course Objectives: Course Methods: Blackboard:

22-MGMT-7014-001

LEADERSHIP AND ORGANIZATIONS Fall Semester 2015

________________________________________________________ Instructor: Ralph Katerberg, Ph.D.

Professor of Organizational Behavior 503 Lindner Hall

(513) 556-7011 (office) [email protected]

Office Hours: Tuesday and Thursday, 12:00 – 2:00 pm or by appointment (Note: Please feel free to email or call if you have any questions or concerns during the course!)

Class Meeting Times: Tuesdays and Thursdays 9:30 AM – 11:20 AM. Class Location: 215 Lindner Hall

Required Materials: Kinicki, A. & Fugate, M. (2012). Organizational Behavior: Key Concepts, Skills & Best Practices. 5th _edition.

McGraw-Hill Irwin. ISBN: 978-0-07-813720-4

This book went out of print this year, but lots of used copies are out here on Amazon and other textbook services. Applications readings are also required for the course. You can access them through the library website. Here is the process:

1. Go to www.libraries.uc.edu.

2. If you are logging in from an off-campus location, you will have to log in via the proxy server. (See instructions on the library’s home page Services tab and look for “Off Campus Access.”)

3. Click on the Journal tab in the center of the web page. 4. Search for the specific journal (eg. Harvard Business

Review) under the E –Journals only selection.

5. Select one of the data sources on the list of where that journal can be found. Usually it is best to use Business Source Complete.

6. Search for each article using the year, title or author. Note that complete citations are shown on Blackboard and in the last 2 pages of the syllabus

Course Purpose: This course focuses on concepts and applications related to organizations and the individuals who create and work in them. My goal is to help you better understand and practice individual and organizational management. We will cover

micro-level issues (e.g., individual differences and

motivation), mid-level issues (e.g., leadership, groups and teams) and macro-level issues (e.g., organizational culture and structure). It is my hope that focusing on these

concepts, applications, and issues will allow you to see and understand some things you might now take for granted. I believe this process will increase your understanding of yourself and others so that you can be more effective in the organizations in which you manage and participate.

 To learn more about yourself and your own

assumptions, strengths, and areas for development.  To understand more about others, including the nature

and value of differences in points of view.

 To build a toolkit of concepts so that you can engage in dialogue about leadership and organizations more knowledgeably.

 To refine ability to read critically, think analytically, speak articulately, and write convincingly.

 To enhance diagnostic skills in identifying, analyzing and reflecting on your own and others’ behavior.

 To improve prescription skills and the ability to actively experiment with possible courses of action.

Course Methods: This course is intended to blend theory (concepts) and practice (applications) with the intent of learning more about both. To gain a richer understanding of both theory and practice, we will use a variety of methods, including experiential exercises, instrumental exercises, role plays, videos, cases and other activities. To fully engage in this course, it is essential that you come to class prepared to jump into the material so that we can make the most of our limited contact time.

Blackboard: We will use Blackboard throughout the course.

(http://blackboard.uc.edu). Blackboard will be used as a means for making course materials available to you. I will post all my presentations and other course materials. Blackboard will also be used to make announcements and post any schedule adjustments. It is important to check Blackboard regularly!

Grading:

Individual Components

100 pts. Concept quizzes (2 @ 50 pts./each) 20 pts. Class Presence/participation

20 pts. Leadership Self-Analysis 60 pts. Reading Takeaways

20 pts. Individual HBR Case Analysis 50 pts. Final case Analysis (final exam) Group Component

30 pts. Group HBR Case Study Overview & Briefing

300 pts TOTAL POSSIBLE POINTS Typical Grading Levels

94% - 100% A 90% - 93% A- 86% - 89% B+ 82% - 85% B 78%- 81% B- 74% - 77% C+ 70% - 73% C 69% and below F

Concept Two concept quizzes will be given as an opportunity for you to Quizzes: demonstrate your understanding of concepts, theories and terms in (100 pts. total) the course. These concepts are largely drawn from the textbook,

lectures and readings. The quizzes will be taken on-line after all course material for the quiz has been covered. There will usually be a 2 day window within which you can access the on-line quiz. These quizzes will be open book/open note assessments.

Leadership As we’ll discuss in the first week of class, self-knowledge is an Self -Analysis important component of leadership. In the first few weeks of the (20 pts.) course, you will begin to document a process of knowing yourself

and your potential as a leader. You will create a Leadership Self- Analysis, the first individual paper for this course. The requirements for this assignment are posted on Blackboard and will be discussed at our first class session.

Case Analyses

Individual HBR One individual paper will require you to analyze a short case Case Analysis study that is related to the topics discussed in this course. (20 pts.) These cases will be posted on Blackboard as PDF files for easy

access. Your selected case should not be the case your group is presenting. Your Case Analysis paper will be due at the beginning of class on the day on which that case is to be discussed as shown on the schedule or Sept. 22, whichever is earlier. The specific requirements for this assignment will be provided on the first day of class and posted in Blackboard.

Group HBR Case

Study Overview Each team will be responsible for preparing one HBR Case Study. (30 pts.) On the first day of class, each team will sign up for one of several HBR Case Study presentation dates. In addition to preparing the HBR Case Study Overviews, your team will also be expected to prepare a one-page “briefing” for each case, in which you provide a diagnosis of the case, as well as defensible recommendations for action. The requirements for this one-page briefing will be provided on the first day of class and posted on Blackboard.

Class Presence: It is my expectation that you will be prompt and regularly attend (20 pts.) class sessions. Also, class contribution is an important component

in this course. You are expected to read the assigned material (including the short cases each week) and be prepared to discuss it in class and to participate in in-class activities and exercises. Excused absences include illness and my limited interpretation of "extenuating circumstances," work-related or otherwise, when I have been notified in advance.

Takeaways from readings: (60 pts.)

Each week you will find application readings drawn from the Harvard Business Review and other business outlets. These short articles will always have connections with the content of the

session. These readings will usually deal with real world

management challenges. For each class sessions, you will write a paragraph or two with your “takeaways” from the readings

associated with the topic of that day. These should describe a “Takeaways” from the reading(s) that struck you as something that you could apply to your current or future managerial tasks. You need not write something on each article, but I am confident that there will be at least one or two ideas the readings that will catch your interest and attention. For each class session you should post your submissions 6:00 pm on the day before class. The system

will close at that time. Your journal will grow from week to week as you add your takeaway entries.

Assessment of your responses to these cases will focus on: 1. Clarity of describing the idea from the reading.

2. Attempt to relate the ideas form the reading to your experience. 3. Evaluative reactions to the ideas in the article (Positive and/or negative).

Final Case

Analyses Report:

(50 pts.) You will be responsible for completing major case analyses that is an opportunity to demonstrate your ability to integrate information from multiple sources and perspectives into an analysis of a complex case. I will send you a link to this case in week 4 of the class. This case will require some “digesting” before you begin to write your analysis so you should secure it well in advance of the due date. This final case analysis must be submitted to me electronically through the Safe assign link in Blackboard by Sunday, Oct. 11, 11:59 pm. Your individually developed case analysis must be typewritten and is limited six (6) double-spaced pages of text, with 12-point font and 1” margins.

Other Course Policies:

 Cancelled classes. If the University cancels classes on a regularly scheduled class day, any assignments will be due at the next regularly scheduled class.Please be sure to check Blackboard for updates to our schedule and assignments.

 Incomplete. Incompletes will be given only in rare cases where arrangements have been made with me in advance. Otherwise, if you do not complete all course requirements, you will be assigned the letter grade corresponding to the number of points you have received.  Late assignments. Any work that is turned in late will automatically

lose 10% per day, starting at the time at which it was due.

 No extra credit assignments or projects will be given under any circumstances in this course.

 Grade appeals. If you have a concern about a grade that you receive in this class, you are invited to submit to me a written appeal within one week of receiving the grade in question. The appeal should outline your specific concerns with the grade and provide evidence to support a grade change. I will then review your appeal and respond as quickly as possible.

 Academic dishonesty. Academic dishonesty as defined by

University policy (e.g., plagiarizing, cheating, etc.) will not be tolerated in any form. The University Rules, including the Student Code of Conduct, and other documented policies of the department, college, and university related to academic integrity will be enforced. Any violation of these regulations, including plagiarism or cheating, will be

dealt with on an individual basis according to the severity of the misconduct.

 Special needs policy. If you have a disability (e.g., visual

impairment, hearing impairment, physical impairment, communication disorder, and/or specific learning disability) that may influence your performance in this course, you must meet with the Disability Services Office (DSO) to arrange for reasonable accommodations to ensure an equitable opportunity to meet all the requirements of this course. You may contact DSO at 556-6823. Campus Location: 210 University Pavilion. You will be provided an Accommodation Form indicating your accommodation needs for the quarter. Please present this form to me AS SOON AS POSSIBLE to ensure your accommodation needs are discussed, agreed upon, and provided.

Course Schedule: MGMT 7014-001: Leadership & Organizations Fall 2015

Date Topic

Text

Chapters Applications Readings HBR Case Study

Assignments & Due Dates Tuesday

Aug. 25

Intro to Leadership & Organizations

Drucker, HBR, Jan. 2005 Kaplan, HBR, Jul.-Aug. 2008

Thursday Aug. 27

Your Managerial Career

People Matter 1

Luthans, F. & Youssef,, Organizational Dynamics, May, 2004. Walker, HBR, April, 2002, pgs. 97-102 The Unmanageable Star Performer (in-class) Tuesday Sept. 1

Perception, Attribution &

Diversity 4

Bunker, Kram, & Ting, S. HBR, Dec. 2002

Ibarra, Ely, &Kolb, HBR, Sept. 2013 The Nice Guy Thursday

Sept. 3

Individual Differences &

Emotion 5

Zweig, D. HBR, May, 2014.

Hewlett, Sherbin & Sumberg, HBR, Jul/Aug 2009

Gen Y in the Workforce

Tuesday

Sept 8 Motivation Processes 6,7

Brockner, HBR, Mar., 2006

Latham & Locke, Org. Dyn. , Nov. 2006

The Best Laid Incentive Plans Leadership Self Analysis Paper due Thursday Sept. 10 Motivation & Performance/ Applications 8

Grenny, J. Leader to Leader, Winter 2012

Kerr, Academy of Management Executive, 1995, Vol. 9.

Amabile, & Kramer, HBR,May, 2011

The Gentleman’s Three

Tuesday

Sept. 15 Groups/Teams at work

9

Coutu, HBR, May, 2009,

Bushe &Chu, Org. Dyn., 2011, Vol. 14 Lancioni, P. The Five Dysfunctions of a Team. – Streaming video link will be

posted on Blackboard Quiz 1

Thursday Sept. 17

Decision-making

Conflict and Negotiation 10,11

Campbell, Whitehead & Finkelstein, Sloan Management Review, Feb. 2009 Kahneman, Lovallo & Sibony, HBR, June, 2011

Mankins, Brahm & Caimi, HBR, 2914

All the Wrong Moves

Sebenius, HBR, April, 2001

Tuesday Sept. 22

Influence, Power 13

Uzzi & Dunlap, HBR, Dec. 2005

Cross & Thomas, HBR, July/Aug. 2011

All individual case analyses due Thursday Sept. 24 Leadership I 14 Collins, HBR, Jan. 2001 Buckingham, HBR, Mar. 2005 Goleman, HBR, Mar/Apr. 2000

Big Shoes to Fill

Tuesday Sept. 29

Leadership II

Lafley, HBR, May, 2009

Ancona, Malone, Orlikowski, & Senge HBR, Feb. 2007

The Empowerment Effort that Came Undone. Thursday Oct. 1 Organization Culture/ Socialization 2

O’Toole, & Bennis, HBR, June, 2009 McCord, HBR,Jan.-Feb. 2014

Who Goes, Who Stays? Tuesday Oct. 6 Organizational Change and Renewal Course Wrap 16 Kotter, HBR, Mar/Apr. 1995 Ford & Ford, HBR, Apr. 2009 Hamel, HBR, July/Aug. 2000

Why Are We Losing All of Our

Good People? Quiz 2 Tuesday

Oct. 8 Course Wrap-up

Thursday Oct. 16

Final Case Analysis due (safeassign submission)

Leadership and Organizations MGMT 7014-001 Fall, 2015

Application Readings: Full Citations

Aug. 26 Your Managerial Career

Managing Oneself., Drucker, P.F., HarvardBusinessReview, Jan. 2005, pp. 100-109.

Reaching Your Potential.,Kaplan, R.S., Harvard Business Review, Jul.-Aug. 2008, pp. 45-49.

Aug. 28 People Really Matter

Human, Social and Now Positive Psychological Capital Management: Investing in People for Competitive

Advantage. , Luthans, F. & Youssef, C.M.,Organizational Dynamics, May 2004, pp.143-160.

Saving Your Rookie Managers from Themselves. , Walker, C.A. Harvard Business Review, April 2002, pp. 97-102.

Sept. 2 Perception, Attribution and Diversity

The Young and the Clueless., Bunker, K.A., Kram, K.E., & Ting, S. Harvard Business Review, Dec.

2002, pp. 80-87.

Women Rising: The Unseen Barriers. Ibarra, H., Ely, R.,& Kolb, D., Harvard Business Review, Sept.

2013, pp. 61-66.

Sept. 4 Individual Differences & Emotion

Manage the “Invisibles”. Zweig, D. Harvard Business Review, May, 2014, pp. 97-103.

How Gen Y & Boomers Will Reshape Your Agenda., Hewlett, S.A., Sherbin, L., & Sumberg, K. Harvard

Business Review, Jul/Aug. 2009, pp. 71-76.

Sept. 9 Motivation

Why It's So Hard to Be Fair., Brockner, J. Harvard Business Review, Mar. 2006, pp. 122-129.

Enhancing the Benefits and Overcoming the Pitfalls of Goal Setting. Latham, G.P., & Locke, E.A.

Organizational Dynamics, Nov. 2006, pp. 332-340.

Sept. 11 Motivation & Performance/Rewards/Feedback

On the Folly of Rewarding A, While Hoping for B. (An Academy Classic), Kerr, S. Academy of

Management Executive, 1995, Vol. 9, No. 1, pp. 7-14.

The Power of Small Wins., Amabile, T.M., & Kramer, S.J. Harvard Business Review, May 2011, pp.

70-80.

Change anything: The 21st_{-century approach to performance management and avoiding the willpower}

Sept 16 Groups/Teams

Why Teams DON'T Work., Coutu, D., Harvard Business Review, May 2009, pp. 98-105.

The Five Dysfunctions of a Team, Lancioni, P. – Streaming video link is posted on Blackboard

Fluid Teams: Solutions to the problems of unstable team membership. Bushe, G.R. & Chu, A.

Organizational Dynamics, v. 40, 2011, pp. 181-188.

Sept. 18 Decision Making

Before You Make that Big Decision, Kahneman,D., Lovallo, D. & Sibony, O., Harvard Business

Review, June, 2011, pp. 51-60.

Why Good Leaders Make Bad Decisions. Campbell, A., Whitehead, J., Finkelstein, S., Harvard

Business Review, Feb. 2009, pp. 60-66.

Your Scarcest Resource. Mankins,, M., Brahm, C. & Caimi, G. Harvard Business Review, May, 2014,

pp. 74-80.

Conflict and Negotiation

Six Habits of Merely Effective Negotiators, Sebenius,J., Harvard Business Review, April, 2001, PP.

87-95.

Sept. 23 Influence, Power, & Communication

How to Build Your Network, Uzzi, B., & Dunlap, S. Harvard Business Review, Dec. 2005, pp. 53-60.

A Smarter Way to Network. Cross, R. & Thomas, R. Harvard Business Review, July-Aug. 2011,

pp.149-153.

Sept. 25 Leadership I

Level 5 Leadership: The Triumph of Humility and Fierce Resolve, Collins, J.Harvard Business

Review, Jan. 2001. pp. 66-76.

What Great Managers Do. Buckingham, N. Harvard Business Review, Mar. 2005. pp. 70 – 79

Leadership that Gets Results. Goleman, D. Harvard Business Review, Mar./Apr. 2000. pp. 78-90.

Sept. 30 Leadership II

In Praise of the Incomplete Leader., Ancona, D., Malone, T.W., Orlikowski, W.J., & Senge, P.M.

Harvard Business Review, Feb. 2007, pp. 92-100.

What Only the CEO Can Do.,Lafley, A.G.. Harvard Business Review, May 2009, pp. 54-62.

Oct. 2 Organizational Culture and Socialization

How Netflix Reinvented HR.. McCord, P. Harvard Business Review, Jan.-Feb. 2014,pp.71-76.

What's Needed Next: A Culture of Candor. O'Toole, J., Bennis, W. Harvard Business Review, Jun.

Oct. 7 Organizational Change and Renewal

Waking Up IBM. (How a Gang of Unlikely Rebels Transformed Big Blue). Hamel, G., Harvard Business

Review, July/Aug 2000, pp. 137-146.

Leading Change: Why Transformation Efforts Fail, Kotter, J. Harvard Business Review, Mar/Apr 1995

pp. 59-67.

Decoding Resistance to Change, Ford, J.D., & Ford, L.W. Harvard Business Review, Apr.2009, pp.