Pillemer M O Syllabus Spring 2021 Final PDF

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Management & Organizations Sections 002, 003 & 007 Spring 2021 NYU Stern School of Business Professor Julianna Pillemer Email: [email protected] (please use my Stern address, not @nyu, for quicker response) Office hours: Mondays, 4:00-5:30 PM, via Zoom. 4 - 4:30 open to all, email me if you’d like to meet during final hour (or otherwise). Section Times and Teaching fellows: Section 002 (MW 9:30 – 10:45): Olivia Foster-Gimbel ([email protected]) Section 003 (MW 11:00 – 12:15): Elinor Flynn ([email protected]) Section 007 (MW 2:00 – 3:15): Sonya Pyo ([email protected]) Course location: Zoom link on NYU Classes Course website: http://newclasses.nyu.edu Slides, announcements, calendar, and some course materials will be posted on NYU Classes. You are expected to check the site regularly for announcements and upload assignments to the site. Be sure your email settings are set to receive announcements at the email you check most often. Syllabus (standardized across M&O sections, and in accordance with Stern policy): Why do some organizations succeed while others flounder? Why do some people love their jobs while for others work is sheer misery? Why do some rise in the ranks and others stagnate (or fall)? It is critically important for you to have an understanding of the key factors that contribute to both organizational success and the role that managers play in helping their organizations succeed and employees thrive. The primary objective of the course is to help students understand the elements that contribute to organizational and employee success, as well as some of the common impediments to high performance. We will focus on how organizations position themselves for success within their external environment, and how they organize and motivate their people. More specifically, the course will explore how organizational leaders develop winning strategies, and then design their organization in a way that aligns structures, social relationships, tasks, and people to achieve those strategies. In exploring these issues, we will identify the challenges that organizational leaders and managers face as they try to make good decisions in the face of a constantly evolving industry environment, competing goals and agendas, and an increasingly diverse and global workforce. A second objective of the course is to strengthen students’ managerial and leadership potential. Regardless of your major or your future career plans, such an understanding will enable you to work more effectively within an organizational context, whether that context is a small start-up company, a family business, a not-for-profit organization, or a large financial institution. In other words, the course will provide you with tools and skills that you can use to increase your own personal career success. The structure of the course encourages learning in multiple ways: through lecture, readings, in-class discussions, exercises, case analyses, and a team project. These approaches provide opportunities for students to enhance their analytic and interpersonal skills, both of which are essential to effective management and to success in the workplace (and life).

REQUIRED READINGS Course calendar indicates where to find readings and when to read them o The online course packet (OCP) for purchase: https://hbsp.harvard.edu/import/699376 o NYU Classes website REQUIRMENTS AND GRADING Individual Work (75%) Exam I (20%) Exam II (20%) Case Analysis (20%) Participation (15%)

Team Work (25%) Final Project Paper (10%) Final Project Presentation (10%) Contribution (teammate evaluation) (5%)

Communication is key. If you have questions or concerns, and have thoroughly checked the course materials & syllabus, then please email to discuss before the deadline, conflicts, and/or difficulties arise. There is very little (if anything) to be done about issues raised after the deadlines, and especially after the course is over. INDIVIDUAL WORK Late assignments. Late assignments – no matter how soon after the deadline they are uploaded – will be marked as late and will receive a 25% grade reduction for the assignment. Each subsequent 24 hours that passes after the assignment is due will result in an additional 25% reduction. Academic integrity. I trust that each student will author her or his own work. Papers that closely resemble each other will be cause for suspicion. If a student has any concern about whether a certain action might violate the Stern Code of Conduct, ask your professor. It is better to ask than to assume. Papers will be run through TurnItIn. This software will compare each assignment to all other assignments from this class and previous classes as well as with any other online content. Two Exams (Cumulatively 40% of final grade; Exam I and II are 20% each) Exam I will be held on Wednesday, March 10th, 2021, covering content from sessions 1-11 Exam II will be held on Monday, May 3rd, 2021, covering content from sessions 13-24. There will be no make-ups for the exams. Individual Case Analysis Paper (20% of final grade) You are required to complete one full case analysis. For full details about the individual case analysis, please see the handout "Individual Case Analysis." For this assignment you may choose one of two possible cases to analyze: Big Spaceship from the “Organizations” portion or Heidi Roizen from the “Groups” portion. Please review both the overall case analysis instructions and the specific assignment question when crafting your response. Ca s eAna l y s i sOpt i ons # 1Bi gSp a c e s h i p( c o n t e n tf r o m“ Or g a ni z a t i on s ”s e s s i o n s ) # 2He i d iRo i z e n( c o n t e n tf r o m“ Gr ou p s ”s e s s i o ns )

DueDat e( 1 1 : 5 9PM) Fr i d a y , Fe b r u a r y2 6 Fr i d a y , Ap r i l9

Class Participation (15% of final grade) In-class engagement and participation OR asynchronous reflection (10%). Participation in the classroom (whether in person or virtual) is an essential part of the course and is important for your own learning experience and the learning experience of your classmates. Class participation will be evaluated based on your fulfillment of the three ideals below: 1) prepare for class; 2) come to class (video on and paying attention); 3) be engaged, respectful, and courageous in class. You will earn up to 4 points each class for attendance and participation (with option for a bonus point for above and beyond participation in some classes). 1) Prepare for class. You will be a valuable contributor to class only if you come prepared. You are expected to complete all of the readings and come to class armed with insights and questions for the in-class discussion. We will engage in several case analyses as a class, and it is important to everyone’s learning experience that you read the case thoroughly and think about the events critically before we discuss the case in class. Come to class. You cannot participate if you don’t attend class – your participation grade reflects attendance. In a Zoom classroom, this entails: arriving on time, having video on, being engaged (e.g. not on phone, missing polls or opportunities to join breakout rooms). The TFs and I will be taking note of this and you will lose attendance points if any of these are not fulfilled. You will also have an opportunity to evaluate your classmates’ participation in breakout rooms at the end of the semester. If you need to miss class for any reason, please view the Zoom recording and write a 2-paragraph reflection on 1) your answer to a question or comment posed during class and 2) an idea that stood out to you from class for participation credit before the next class. You must email this to me and your TF within 48 hours of class for full credit. Be engaged, courageous, and respectful in class. I care a great deal about fostering honest in-class discussion and aim to make the class atmosphere as relaxed and psychologically safe as possible. See below for some basic guidelines for how to be a good class member and participate in the discussion: ● Be engaged. Do your best to be present for all 75 minutes of class – have your video on, raise your hand, participate in breakout rooms and chat. ● Be courageous. It is important that everyone contributes to class discussion – this takes courage (especially in a virtual setting) but is a critical component of your learning in this class. This will help foster healthy debate and an optimal learning environment. ● Be respectful. It is healthy and useful to disagree and debate. However critique ideas, not people. ● Short assignments (3%). You also are expected to complete a few short surveys/pre-class assignments during the semester. Completion of these will result in all points, not completing will result in no points. These must be on time since they will be used in class to illustrate key points, or shared in Zoom polls or breakouts. Organizational Research Assignment (2%): You can obtain credit by choosing one of two options designed to enrich your understanding of the value of research to the formulation of sound management practice. Information on the assignment is provided at the end of the syllabus. TEAMWORK/FINAL GROUP PROJECT AND PRESENTATION Working in teams is an important part of this course. Although some class time may be devoted to working in teams, much teamwork will be completed outside of class. Students with serious time constraints are advised to register for this course in a semester when their schedule is more conducive to team meetings.

Four to six member teams will be determined by random assignment – this will allow for you to meet new people and to avoid relational challenges around picking teams. You may, however, email with any major concerns and constraints and we will do our best to take these into account. Final Project (Cumulatively 25% of final grade: 10% paper; 10% presentation; 5% teammate eval.) Your team is required to complete a final team research project. For full details about the final group project, please see the later handout "Final group project and presentation." See below for project timeline: 1) March 26th – Executive summary. One group member should email a (no more than) 1-page executive summary

of the project (PDF) with each team member's name on it to [email protected]. 2) May 5th or 10th – Presentations. Your team will prepare an 8-10 minute presentation (via a pre-recorded

presentation video) to be done during one of the last two classes of the course. The presentation date for each team is posted on the slides. The number of teams will determine the exact time each team has to present. Presentation videos are due by 5PM the day before your presentation. Please share via Google Drive link. 3) May 12th – Final paper. Upload one PDF per team with each team member's name on it to NYU Classes

(guidelines for paper are in the assignment document). 4) May 12th – Teammate evaluation. An online survey will be distributed via email, and the evaluation must be

completed by 5:00pm. Each student will be required to evaluate the contributions of their fellow teammates on the final presentation and paper. COURSE CALENDAR Below are the planned topics and readings for each class. These are subject to change, based on what we accomplish in each class. I will also email relevant readings and podcasts throughout the semester as they arise. Area

Topic Course Intro

Frameworks for Understanding Organizations

Cla ss

Date

1

2/ 1 We d

2

5 Structure 6

7

2/ 8 Wed 2/10 Mo n 2/1 5 Wed 2/1 7 Thurs 2/18

Mon 2/2 2

The Congruence Model (NYUC) Creating psychological safety in the workplace

Guest Speaker

4

Organizations

Read Syllabus, Complete pre-class survey

Mt. Everest (OCP)

3

Other readings and assignments (due by FIRST date)

None

2/ 3 Mo n

Strategy

Culture

Case (to prep by this date)

Mo n

The five competitive forces that shape strategy (OCP)

Netflix Inc (OCP) NO CLASS (President’s Day) – CLASS MEETS THURSDAY THIS WEEK! None

Big Spaceship (OCP) None

Do you have a well-designed organization? (OCP) Zappos: A Workplace Where No One And Everyone Is The Boss A world without bosses We Like You So Much (NYUC) Culture Chapters 1-2 (NYUC)

8 9

Cl ass

Date

Case (to prep by this date)

13

Mon 3/15

None

11

I vs. We

15

Decision-Making and Ethics

Harnessing the power of persuasion (OCP)

MBA hackers (NYUC)

3/17 Mo n 3/2 2

What Leaders Really Do (OCP) None

Catch up/group project

EXAM 1 – 24 hours to complete (no class)

Other readings and assignments (due by this date) The great conundrum (NYUC) Are you a giver or a taker? (TED TALK VIDEO)

None Delusions of Success (OCP) None

**EXEC SUMMARY TEAM PROJECT DUE 3/26 by 11:59 PM**

16

Groups

Groups

None

Wed

14

Wed 3/24

Cognitive Biases and Heuristics (NYUC)

Ford Pinto (OCP)

Pinto fires and personal ethics (NYUC) 17

Mo n 3/2 9

Heidi Roizen (OCP)

How leaders create and use networks (OCP) How to build your network (OCP)

Relationships And Conflict

18

Wed 3/31

Guest Speaker

Negotiation

19

Mo n 4/5

None

Wed 4/7

Catch up/group project

20

21 22

Ind

Motivation & Incentives

Feedback

23

Managing Yourself

24

in

Individuals

11:59PM**

12

10

Topic

**OPTION 1 CASE DUE (Big Spaceship) – 2/26 by

IDEO’s Culture of Helping (OCP)

Mon 3/1 Wed 3/3 Mon 3/8 Wed 3/10

Leadership

Area

Wed 2/24

25

Mon 4/12 We d 4/1 4 Mo n 4/1 9 We d 4/2 1 Mo n 4/2 6 Wed 4/28 Mon 5/3

How Management Teams Can Have a Good Fight (OCP) Negotiating with Emotion HBR (OCP) The Science of the Deal (Podcast) **OPTION 2 CASE DUE (Heidi Roizen)- April 9 by 11:59PM** On the folly of rewarding A, while hoping for B (NYUC)

None

Motivating Employees (NYUC) Values survey (email)

NO CLASS – School holiday

Wolfgang Keller (OCP)

The Failure-Tolerant Leader (OCP)

Turn the job you have into the job you want (OCP) Guest speakers

None

Growth Mindset at Work (NYUC) Happiness Hypothesis Ch. 7 (NYUC) EXAM 2 – 24 hours to complete

26 Final Group Presentations

27 28

We d 5/5 Mon 5/10

FINAL GROUP PRESENTATIONS

IMPORTANT DUE DATES (NOT ON CALENDARS ABOVE) Monday 3/22/21 - Friday 4/2/21 Wednesday 5/12/21 Wednesday 5/12/21 Wednesday 5/12/20

Organizational research participation opportunity. If choosing Option 1 for the Org. Research Requirement. Remember to sign-up beforehand. Final Group Paper. Due by 5:00pm. One person from the group should upload one PDF with first and last name of each group member to NYU Classes (Assignments). Organizational research assignment (Option 2 for Org. Research Requirement). Due by 5:00pm. Upload PDF to NYU Classes (Assignments). **only for those who did not do Option 1** Team member contribution survey. Due by 11:00pm.

STERN GRADING POLICY At NYU Stern, we strive to create courses that challenge students intellectually and that meet the Stern standards of academic excellence. To ensure fairness and clarity of grading, the Stern faculty have adopted a grading guideline for core courses with enrollments of more than 25 students in which approximately 35% of students will receive an “A” or “A-” grade. In core classes of less than 25 students, the instructor is at liberty to give whatever grades they think the students deserve, while maintaining rigorous academic standards. In line with Grading Guidelines for the NYU Stern Undergraduate College, the process of assigning grades is based upon detailed, consistent, and fair criteria, and great efforts are made to ensure that grades are accurate, unbiased, and error-free. All graded materials will be reviewed before a final grade is given. This means that students are encouraged to respect the integrity and authority of the professor’s grading system and discouraged from pursuing arbitrary challenges to it. Typically, therefore, regrades are not provided. If a student can document that an inadvertent error has been made in the grading of an individual assignment or in assessing an overall course grade, a request to have that grade re-evaluated may be submitted. Students must submit such requests in writing to the professor within 7 days of receiving the grade, including a written statement of why he or she believes that an error in grading has been made. In order to appeal a grade, students must write a memo describing the perceived error and submit it within one week of receiving the grade. The professor will then review the entire assignment, meaning that your grade may decrease or increase. These policies exist to make grading as fair as possible across all students. ACADEMIC INTEGRITY Integrity is critical to the learning process and to all that we do here at NYU Stern. As members of our community, all students agree to abide by the NYU Stern Student Code of Conduct, which includes a commitment to: o Exercise integrity in all aspects of one's academic work including, but not limited to, the preparation and completion of exams, papers and all other course requirements by not engaging in any method or means that provide an unfair advantage. o Clearly acknowledge the work and efforts of others when submitting written work as one’s own. Ideas, data, direct quotations (which should be designated with quotation marks), paraphrasing, creative expression, or any other incorporation of the work of others should be fully referenced.

o Refrain from behaving in ways that knowingly support, assist, or in any way attempt to enable another person to engage in any violation of the Code of Conduct. Our support also includes reporting any observed violations of this Code of Conduct or other School and University policies that are deemed to adversely affect the NYU Stern community. The entire Stern Student Code of Conduct applies to all students enrolled in Stern courses and can be found here: www.stern.nyu.edu/uc/codeofconduct. To help ensure the integrity of our learning community, prose assignments you submit to NYU Classes will be submitted to Turnitin, which will compare your submission to a database of prior submissions to Turnitin, current and archived Web pages and publications. Additionally, your document will become part of the Turnitin database.

CONDUCT AND BEHAVIOR Students are also expected to maintain and abide by the highest standards of professional conduct and behavior. Please familiarize yourself with the following: o Stern's Policy in Regard to In-Class Behavior & Expectations (http://www.stern.nyu.edu/portalpartners/current-students/undergraduate/resources-policies/academic-policies/) o The NYU Disruptive Behavior Policy(https://www.nyu.edu/about/policies-guidelinescompliance/policies-and-guidelines/university-student-conduct-policy.html) STUDENTS WITH DISABILITIES If you have a qualified disability and require academic accommodation of any kind during this course, you must notify me at the beginning of the course and provide a letter from the Moses Center for Students with Disabilities (CSD, 998-4980, www.nyu.edu/csd) verifying your registration and outlining ...