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Summary

In this experiential course students will consider their individual leadership styles and determine their unique preferences for leadership, motivation, emotional intelligence, and achievement. Additionally, students will experience how communication occurs in organizations to utilize organizational...

Description

Course Information Instructor Office Hours Class Dates

Nicholas A. Smith, Ph.D. By appointment Spring 2022, 24 Jan – 7 May 7 May

Class Location Credit Hours Email

Online - Blackboard 3 [email protected]

School of Business Mission The School of Business provides the foundation for lifelong learning to meet the business and leadership challenges of today and tomorrow.

Catalog Description In this experiential course students will consider their individual leadership styles and determine their unique preferences for leadership, motivation, emotional intelligence, and achievement. Additionally, students will experience how communication occurs in organizations to utilize organizational networks, negotiate workplace politics, embrace change, and lead team execution. Students will also recognize that inclusive organizations contribute responsibly keeping legal, ethical, social, and human duties at the forefront of decision making. (QU Catalog)

Learning Objectives In order to support the School of Business’ mission – to provide the foundation for lifelong learning to meet the business and leadership challenges of today and tomorrow – the following learning objectives have been set for this course: • Formulate your individual leadership style and recognize its impact on managing people • Distinguish your unique preferences for teamwork, motivation, and achievement • Recognize how communication occurs around, across, and within organizations. • Contribute responsibly keeping legal, ethical, social, and human duties at the forefront of decision making. • Value diverse organizational and multi-cultural workgroups

Required Course Resources 1. 2. 3. 4.

Text: Sinek, S. (2017). Leaders eat last: why some teams pull together and others don’t. New York, NY: Penguin Publishing Group. ISBN: 978-1591848011 Text: Banaji, M. (2016). Blindspot: Hidden biases of good people. New York, NY: Bantam. ISBN: 978-0345528438 Harvard Business (HBP): Case Studies, Simulations, and Articles: You can purchase the case studies directly from the Harvard Business Publishing Online website. Quick link: https://hbsp.harvard.edu/import/904267 You will also be assigned additional articles to read and videos to watch, which can be found on Blackboard (BB).

Web Site The course website is Blackboard. Please make sure to check Blackboard regularly for any announcements.

Logistics & Procedures •

It is best to contact me via e-mail as I check this communication medium most often. o In your email subject line, please INCLUDE YOUR NAME and MBA 625. Emails with blank or generic subjects are easily overlooked. o I will respond to emailed course questions Monday to Friday on a 24 hour best efforts basis. I will do my best to respond to all questions timely, however, please plan accordingly.

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There is no required on site meeting for this course. All materials and assignments are located in Blackboard. This includes links to course materials you must purchase. The class schedule is outlined in the module calendar and module summary, posted with this syllabus on BlackBoard. For the purpose of this course, all weeks/modules begin Monday morning and end at 11:59 EDT on Sunday of the same week. (Note: The last week of class ends on Friday.) For the benefit of all students, general questions regarding assignments and other activities should be posted to the “Frequently Asked Questions” (FAQ) Forum on the Discussion Board. Students are encouraged to help their classmates by routinely reading and replying to these postings. Final grades will be posted to Blackboard.

Class Expectations In order to achieve these objectives, students are expected to: • Routinely check Quinnipiac e-mail accounts and the Announcements area on BB for important messages. • Complete the assigned readings and materials and be prepared to engage in discussion about them. This includes case preparations. • Please note that course assignments must be completed within the time allotted. No exceptions will be made. Unless otherwise stated, all assignments are due at 11:59 PM ET. • It is expected that all work will be done in a professional, grammatically correct manner. Revisions will not be accepted. • All assignments are located in BlackBoard. Grades will also be posted to BB. • Begin work early so that you have adequate time to ask questions and receive responses. I check my email daily. However, please note that I may not always be available to check e-mails or respond to questions immediately. • Abide by the University’s policy on Academic Integrity. Please note all work should be completed individually unless otherwise noted. • Commit to trying to work cooperatively with others for team assignments, do your part equitably to ensure high-quality deliverables, and to learn from the experiences that occur in your team.

Technology Requirements In order to successfully complete this course, you will need access to a computer with an Internet connection for the entire duration of the course. You will be responsible for logging into Blackboard and QU email with your Quinnipiac credentials. It is your responsibility to keep informed. It is the student’s responsibility to check their email and Blackboard announcements daily.

For Students with Disabilities Quinnipiac University is committed to creating a learning environment that meets the needs of its diverse student body. If you anticipate or experience any barriers to learning in this course, please feel welcome to discuss your concerns with me. If you have a disability, or think you may have a disability, you may also want to meet with the Office of Student Accessibility, to begin this conversation or to request reasonable accommodations. Quinnipiac University complies with the Americans with Disabilities Act and Section 504 of the Rehabilitation Act of 1973. Please contact the Office of Student Accessibility by emailing [email protected], or by calling (203) 582 – 7600. If you have already been approved for accommodations through the Office of Student Accessibility, please meet with me so we can develop an implementation plan together. Note that students with learning disabilities must contact the Office of Student Accessibility every semester so that they can contact the faculties on the behalf of the students.

Accessibility Please view the following accessibility policies for required technologies in the course. • Blackboard Accessibility Policy: The learning management system (LMS) used for this course is Blackboard 9. Blackboard adheres to Section 508 of the Rehabilitation Act of 1973, amended in 1998 and 2010.

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Microsoft Office Accessibility Information: Many of our course documents are attached Microsoft Word or PowerPoint files. You will also be using Microsoft Word and other Office products to engage with course content. Microsoft Office’s accessibility policy includes information on accessibility options, assistive technologies and other tips. YouTube/Google Accessibility Policy: This section includes information about accessing all of their products and features, including Google+ Hangouts and YouTube. All YouTube videos included in the course include the Closed Captioning feature. Many also have text transcripts available. Specific information about using YouTube with a screen reader can be found on Google’s support site.

Late Work Policies Your assignments must be submitted on time. Late assignments receive a 10% penalty, for each 24-hour period in which they are late, except per the University excused absence policy. You must notify me at least one week in advance of a University excused absence. • Set aside the required amount of time to work on this course. • Course assignments and discussions are assigned specific dates. You must complete all assignments and discussions within the time allotted. Any late or missing assignments will receive a grade of zero.

Information Sharing Unauthorized use (e.g., sale, mass distribution via the internet, and posting on websites like StudyBlue and CourseHero) of any class materials, including posted or posting PowerPoint slides, assignment questions, course material, etc. is prohibited and a copyright violation. As people tend to relate their personal work experiences to course concepts, please respect their privacy and do not share their information outside of the class. While I hope you learn things you can take back into your everyday work life, for stories your classmates share, we will adopt a “What happens in MBA 626 stays in MBA 625” mindset. PLEASE NOTE – if you are sharing information in discussions, please be mindful that other students can read that as well. If you prefer, you may use aliases or other means to anonymize information.

Academic Integrity & Ethics Statement: In its mission statement, Quinnipiac emphasizes its commitment to the academic community. As an academic community, our students, faculty and staff work together to acquire and extend knowledge, develop skills and competencies, and serve the greater good of our nation and local communities. Our individual and collective inquiry and pursuit of knowledge are only possible when each of us in the community is aware of and strives to maintain a code of ethical practice and integrity. All communities, though diverse in their individual members, are based on a shared set of beliefs and values that serve as their foundation. At Quinnipiac, our community has chosen integrity as one of its guiding principles. Integrity means upholding a code or standard of values. In its most general sense, integrity also means being complete. As an academic community, the completeness that we seek includes asking each individual to see her or his life as a whole, and to understand how the actions he or she takes affect self, others, and the community. Individual actions also affect the community of higher education as a whole. In keeping with this commitment to the Quinnipiac community and the larger community of higher learning, Quinnipiac is a member of the Center for Academic Integrity (CAI), a consortium of institutions of higher education committed to the principle of integrity. Our academic integrity policy is based on the five fundamental values outlined by the CAI: honesty, trust, responsibility, fairness, and respect. All students are expected to follow Quinnipiac University’s Academic Integrity Policy. Also, know that both students and faculty must report all alleged violations. Students are expected to familiarize themselves with and follow the University’s Academic Integrity Policy. Please review the policy and note the expectations, recommendations, procedures, and process for reporting and dealing with violations. You will find it available online at Quinnipiac’s Academic Integrity page. The academic integrity violations and sanctions link provides specific examples of academic integrity issues that may pertain to the type of situations that may arise

in this course. Be sure to read these thoroughly and particularly note the importance of citing references when using information from sources that are not your own ideas. Under the Quinnipiac Academic Integrity Policy, plagiarism and cheating of any kind on an assignment, may result at least in an “F” for that assignment (and, depending on the severity of the case, may lead to an “F” for the entire course) and possible suspension or expulsion from the University, reported to the Academic Integrity Board. I will assume for this course that you will adhere to all academic policies of this University and will maintain the highest standards of academic integrity. In other words, do not cheat by giving answers to others or taking them from anyone else. Please expect me to also adhere to the highest standards of academic integrity.

Privacy Policies The below privacy policies are related to the tools that students will be using within the course. Please review these policies before proceeding with the course materials. • Blackboard Privacy Policy: This policy includes information about student data and security. • Harvard Business Review Privacy Policy: The HBR privacy policy includes information regarding the types of personal data that HBR collects and how personal information is secured. • YouTube Privacy Policy: Students may find links throughout the course to YouTube videos. Although a YouTube account is not required for this course, YouTube’s privacy policy includes information about guidelines to follow as a viewer.

Stipulations on Writing Student Recommendations Please note that I must have had you as a student for a minimum of 2 classes with a B+ average or higher before I’m willing to write a recommendation for any student OR be used as a reference. You should give your references at least one month’s notice. For more information schedule an appointment to discuss.

Grading You will work in teams throughout this course. The configuration of teams and a list of team assignments will be made the first week of class. Teams may decide how and when they communicate and work. Your team will have a dedicated Blackboard page. In team assignments, each individual is expected to take an equitable portion of the work to be completed. Since tasks will be equally shared, each person should have the opportunity to demonstrate his/her unique contribution to the group effort. The team is responsible as a whole to compile individual components into a well-organized final product. Teamwork is NOT allowed on individual assignments. Note: To prevent harm to other team members, the instructor reserves the right to remove an individual member from the team at any time the individual fails to demonstrate quality contributions to the team effort. In such a case, the removed member would be required to individually complete all of the assignments, including any assignments already completed by other team members. To earn points, each assignment would need to meet the established deadline. If you are not satisfied with your final course grade or grading on any assignment, please discuss these issues with the instructor within two weeks from the start of the following semester. Grades will be rounded to the nearest whole number. For example, 86.5 will be assigned a B+ and 86.4 will be assigned a B. If you disagree with a grade, or think I may have made a mistake that could affect your grade, please submit your appeal to me in writing. I will review the appeal, make a decision, and inform you of the result.

QU Grading Policy Percentage Range

Grade

93-100

A

90-92

A-

87-89

B+

83-86

B

80-82

B-

77-79

C+

73-76

C

70-72

C-

60-69

D

Below 60

F

Evaluation The FINAL GRADE for the course will be reported according to the stated University policy and will be determined according to the following format:

Assignment

Weighting

Expectations Agreement + Team Builder Survey Reflection Papers (3) Simulations (2) Team Organizational Change Analysis Organizational Change Analysis Write Up Team Organizational Change Analysis Team Grade Individual Leadership and Organizational Pitch Engagement Self-Assessment

5%

Due Date Module 1

30%

Modules 6, 9, 13

10% 25%

Module 8 and 10 Module 11

20%

Module 11

5%

Module 14

20%

Module 14

10%

Module 14

Expectations Agreement + Team Sign Up (5%) This deliverable is Due on 30 Jan. There are two parts to this assignment. 1.

2.

The Expectations Agreement asks students to confirm that they agree with the QUOnline and University policies that govern our activity in this course. It also includes a quiz that is intended to confirm that students understand the requirements outlined for this course. The Builder Survey requires students to identify a team to work with to complete the Team Organizational Change Case Study. Teams may optionally choose to form learning communities and meet with one another to discuss content from the weekly modules. Meeting as a learning community is based on your preferences and is completely optional (not graded).

Reflection Papers (30%) Reflection Papers (30%). You will complete 3 thought reflection papers (Due 6 Mar, 3 Apr, 1 May) throughout the course of the term. The papers should be approximately 2-3 double-spaced pages in length (12 pt. font, Times New Roman) and should focus on connecting the concepts learned in class the materials to your experiences – both professional and day-to-day experiences (e.g., experiences at work or during an internship, conversations with family and friends or things you see/read/hear in the news, popular culture, or other media). You should display evidence of critical thinking (e.g., What did the experience make you think about with regards to things we explored?) and should bring in specific concepts or theories presented in the course content.

Reflection Paper Deliverables #1, 2 & 3 Your reflection papers should align with the prior course content and should identify specific content and topics. You do not need to review or summarize the content, rather, reflect on the content and critically consider how the content may be useful in your professional and personal goals. Activity Reflection Paper 1 (due 6 Mar): Topics must include: Leaders Eat Last, and may also cover Modules 1 – 6 Reflection Paper 2 (due 3 Apr): Topics may include: Modules 7 – 9 Reflection Paper 3 (due 1 May): Topics must include: The Blindspot, Diversity, Equity, & Inclusion, and may also cover Culture, Design, and Responsibility

Course Simulations (10%): This is an assignment where students will walk through two HarvardBusiness Review simulations. The Change Management Simulation: Power and Influence (10%) will be Due on 27 Mar and the Organizational Design Simulation: Evolving Structures (10%) will be Due on 10 Apr. No BB upload is required. The professor can access your results directly in the simulator. A rubric will be available in the BlackBoard assignment.

Team Organizational Change Analysis (25%): This is a professional written case study (Due 17 Aor) in which your team will consider an organization that has undertaken some change initiative. The team will consider their collective learnings from the course and additional research to complete a written case study. The team must connect the analysis into current business happenings and the course readings. You will earn up to 25% for the Team Organizational Change Analysis and up to 5% based on the average grade from your team members (Team Organizational Analysis Team Grade). A written case response, not to exceed 4 pages, double spaced, Times New Roman Font size 12 is due via Blackboard. Where appropriate, students should reference information discussed in the text and by external academic resources, using proper APA citations, to support relevant issues in the case. Do not simply reiterate content from the case study. A case study analysis is the application of critical thinking to understand and evaluate the case. Case Guidelines: 1. Review and analyze the organization of your choice that has undertaken some change initiative. 2. Discuss the organization and its change initiative with your team. 3. Each member of your group should contribute to the document. 4. Your case study should be approximately 4 pages, double spaced, 12 pt Times New Roman. Your Team Case Study should: 1. Introduce the Organization, 2. Define the Stakeholders, 3. Explain the Change Initiative, 4. Identify the type of change, 5. Discuss risks for change errors or resistance, 6. Review the Effectivity of the Change Process, 7. C...