Syllabus MGT 164 Meyer Winter 20 v4 PDF

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This is the syllabus guide. It will cover what the lecture will go through over 10 weeks. As well as, the course structure e.g. assessment grading. ...

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MGT164 – Business & Organizational Leadership Winter 2020 Instructor: Alison B. Meyer Email: [email protected] Phone: +1 (415) 420-4195 Office hours: Thursdays 3-5 pm in 3W125, and by appointment – send email to request Section Classroom Time 10 Sessions Final Exam TA Contact

WEDNESDAYS D-00 1S113 9:30am-12:20 pm January 8-March 11, 2020 Wed. March 18, 8-11am | 1N108 Howie LaRiviere [email protected]

FRIDAYS C-00 1N108 9:30am-12:20 pm January 10-March 13, 2020 Wed. March 18, 8-11am | 1N108 Cindy Li [email protected] | (858) 232-9549

“Leadership is not a talent or a gift. It's a choice. It's not complex, but it's very hard." -- Brigadier General Stanley McChrystal

COURSE DESCRIPTION Leadership is based in action. Whether it is leading yourself, leading others, or leading an organization, leadership skills are developed over time through the integration of knowledge, experimentation, and experience. Leaders are generally not born, but rather made through intentional effort. Today’s dynamic business environment presents a number of organizational challenges –– in particular, interpersonal and cultural challenges. You will study organizational structures and leaders, their stakeholders and corporate cultures, and their use in meeting various strategic priorities facing a company. This course provides you with insights into motivational factors, communications networks, organizational cultures and alternative leadership styles, as well as frameworks for managing change and building power and influence. We will use readings and podcasts, in-class exercises and company case studies, in order for you to develop a rich, strategic understanding of how organizational structure and leadership design choices impact the success or failure of organizations. In addition, you will explore your own personal leadership journey a team project on an Inspirational Leader, and through the development of a Professional Development Plan charting goals in your personal leadership over the next 12-18 months. COURSE OBJECTIVES • To identify and understand concepts of organizational theory and organizational behavior that are foundational to business and organizational leadership • To understand the relationship between organizational strategy and people; and the communication skills and tools, including networks, used by leaders to impact individual and collective effectiveness • To identify and interpret sources and uses of power as a tool in organizational politics • To understand organizational culture as a tool of great leaders • To examine change leadership as an essential function of a modern leader • To compare multiple perspectives on leadership and the role of the leader in today’s organizations • To explore course readings through written assignments • To grow in personal awareness, critical thinking and writing skills, and collaborative work behaviors MGT 164 © 2018-20 Alison B. Meyer Winter 2020, V4.1

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CLASS FORMAT Class Time: Class runs from 9:30 am-12:20 pm, split into two blocks: 9:30-10:50am and 11:00 am-12:20 pm with a break from 10:50-11:00 am. Readings and Journal Entries: There are generally 2-3 readings or podcasts per week, including assigned cases. Each week you will have a graded, short reflection “journal entry” about the reading, due before class. Lectures: Lectures will expand on and integrate lessons from the readings. Slides will be posted on Canvas after class. Your participation in discussions is a key component of your grade, as discussed below. Case Studies: In some of our sessions we will analyze and discuss an assigned case study about a specific time in an organization’s evolution. These cases provide critical specific examples of the types of challenges and opportunities organizations face, and choices made. Individual assignments: in addition to the journal entries, you will complete a Professional Development Plan over the course of several weeks. Team Assignment: In the second half of the quarter, teams will develop and present their “Inspirational Leader Presentation” project.

GRADING POLICY Your final grade will be determined by total performance and engagement through in-class participation and teaming, as well as thoughtfulness and thoroughness of written and delivery work on assignments. All assignments are due BEFORE class on Canvas. In order for students to participate in class discussions, weekly readings and assignments must be completed prior to the class for which they are assigned. Journals and team project work must be submitted by class time to receive credit. Late PDP assignments lose 10% for every 24 hours late. If you perceive a grading error, you must report it via email to both the Instructor and the TA/Tutor within 7 days of appearing on Canvas. State what is the error you perceive and provide the assignment materials if we do not have them. We will review and reply within 14 days of receiving your email. After re-grading review, your grade may increase, stay the same, or decrease. Learning Activity Class Engagement • Attendance: in-class quizzes and activities • Contribution to the in-class discussions and community • Written feedback on peer presentations

Percentage of Final Grade

20%

Individual Assignments • Weekly Journal Entry on Readings • Professional Development Plan Parts A, B, and C

33%

Exams • Midterm in Week 6 | 15% • Final Exam | 15%

30%

Team Projects • Inspirational Leader Presentation topic submission • Inspirational Leader Presentation slides and in-class

15%

Participation in Experiments 2%

MGT 164 © 2018-20 Alison B. Meyer Winter 2020, V4.1

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COURSE GRADES BY SCORE A 93% and above C+ A90-92% C B+ 87-89% CB 83-86% D B80-82% F/Fail

77-79% 73-76% 70-72% 60-69% 59% and below

Your final course grade is rounded up or down (e.g., 89.49 receives a B+ and 89.5 receives an A-) We release raw scores when all work for an assignment is graded, generally by the following class session. If a column is released and you do not show a grade, either we do not have a record of your work or there is a problem with your work. Please see your TA if you expected to receive a grade.

“NO DEVICE” POLICY Laptop, tablet, and smartphone use are not permitted during class, and will negatively affect your Class Engagement grade. Data show that: 1. Students who take notes by hand have higher understanding of the material and retain twice as much information compared to those who take notes via typing into a device. 2. Screens in rooms not only distract the individual using them, but also distract those sitting near them.

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. I am professionally and ethically responsible to report all possible integrity violations to the Academic Integrity Office. Integrity violations are not just blatant cheating (e.g., copying off another student during an exam), but what you might have thought of as "minor cheating" in high school, for example: copying other students' papers or homework; copying or using old papers/report; working with others on individual assignments; forgetting to cite material you took from an outside resource; turning in work completed in total or part by another. The Policy on Integrity of Scholarship (academicintegrity.ucsd.edu) and this syllabus list some of the standards by which you are expected to complete your academic work, but your good ethical judgment (or asking me for advice) is also expected as we cannot list every behavior that is unethical or not in the spirit of academic integrity. Those students found to have violated academic integrity will face administrative sanctions imposed by the University and academic sanctions imposed by me (see University Sanctioning guidelines at http://academicintegrity.ucsd.edu/process/consequences/sanctioning-guidelines.html). NOTE: these sanctions are not at my discretion. Your grade, the academic sanction, however, is at my discretion. Students who facilitate academic integrity violations (e.g., giving their paper to another student), are also violating academic integrity standards. Students who become aware of their peers either facilitating academic misconduct or committing it should report their suspicions to me for investigation or tell the Academic Integrity Office via https://academicintegrity.ucsd.edu/take-action/report-cheating/form-student-report.html.

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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 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 at https://osd.ucsd.edu/ for further information. TITLE IX The Office for the Prevention of Harassment & Discrimination (OPHD) provides assistance to students, faculty, and staff regarding reports of bias, harassment, and discrimination. OPHD is the UC San Diego Title IX office. Title IX of the Education Amendments of 1972 is the federal law that prohibits sex discrimination in educational institutions that are recipients of federal funds. Rady students have the right to an educational environment that is free from harassment and discrimination. Information about reporting options may be obtained at OPHD at (858) 534-8298, [email protected] or http://ophd.ucsd.edu.

ASSIGNMENT DESCRIPTIONS: Individual and Team Assignments will be further detailed in class and posted on Canvas. ASSIGNMENT DESCRIPTIONS Exams (30% of your total class grade) You will have two comprehensive exams covering the materials of this course. The exams will include short and long essay questions, and take 90 minutes: • The Mid-term (15% of course grade) covers weeks 1-5 materials and is in-class during week 6. We will have lecture for the other half of class. • The Final Exam (15% of course grade) applies material from the entire course, and takes place during finals week. Class Engagement (20%) Note that violating the “No Device” Policy will have a negative effect on your Class Engagement Grade Attendance: You are responsible for material covered in class regardless of whether you attend or not. Each week attendance will be tracked via an in-class quiz and/or experiential exercise. Contribution: Because of the participation and in-class activities components of this course, it is advantageous to make the choice to move yourself beyond your “comfort zone” and into your “stretch zone” (learning zone). Your performance level in the following leadership behaviors are considered in your grade: • • • •

Level of risk-taking. How willing you are to explore the edges of your comfort zone. Depth of reflection. How well you go beyond quick answers and manage conflicting information. Level of support. How well you help create an environment where everybody is learning, and be a support to others’ learning, including on your team project. Level of thoughtfulness and thoroughness. How intellectually rigorous you choose to be.

Peer Feedback: Students will post feedback onto the discussion board regarding teaming experiences – instructions to be provided in class.

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ASSIGNMENT DESCRIPTIONS Individual Assignments (33%) Journal Entries on Class Materials (16%) There will be brief essay questions each week to reflect on and analyze class material for the week’s material, due in weeks 2-5 and 7-10 in Canvas. Professional Development Plan (17%) A Professional Development Plan (PDP) allows us to analyze and reflect on our current state, clarify where we wish to go, and define specific action steps to take in that direction. The plan has three parts which are due as follows: • Part A Self-Reflection and Analysis due for Class 3 (5%) • Part B Feedback from External Sources for Class 5 (request feedback by week 3 (6%) • Part C SMART Goals for Class 8. (6%) Team Assignment: Inspirational Leadership Presentation (15%) Through the examination of leaders that inspire you, develop a better understanding of what actions, behaviors, and principles they employ, in order to learn from their journey. In teams first you will work tougher to select a leader who inspires you, then research their life, work and leadership toolkit, then synthesize your research into a persuasive presentation in class. • •

Submit topic (Monday of week 8) Presentation in class on Inspirational Leader in class 9

Participation in Experiments (2%) A small portion of your class grade is based on participation in an experiment offered by the Rady School Research Participant Pool. See course announcements for details on how to register and participate.

MATERIALS Weekly reading assignments are listed in the course schedule below. We will use three (3) sources of materials: 1. Reader: There is a reader with several cases and articles. 2. Library database: Selected articles are available to read digitally through the UCSD library (from campus) through the Business Source Complete database: url - http://uclibs.org/PID/126938. 3. Other Links: Several materials are podcasts or links to web articles.

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COURSE SCHEDULE – WINTER 2020 Topic & Objectives

Preparation

1

(No assignment submissions due for class 1)

What's a Leader? What's a Business? Wed: 1/8/2020 Fri: 1/10/2020

Readings for class 1: 1. Act like a leader before you are one (library database or https://hbr.org/2013/05/act-like-a-leader-before-you-a) 2. How To: Business Model Canvas Explained (http://bit.ly/36jxu3w)

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Journal Entry for Week 2 – due 9:30 am day of class

What's Your Strategy? Wed: 1/15/2020 Fri: 1/17/2020 Strategy Case Discussion: Apple 2018

1. Case: Apple in 2018 (reader) 2. Video/Transcript -- CNBC Interview with Apple CEO Tim Cook (http://bit.ly/TimCookBerkshire) 3. HBR: Can You Say What Your Strategy Is? – Collis/Rukstad (library db) 4. Note on Organizational Structures – pgs 1-10 (reader) JE for week 2: 1. “Case: Apple in 2018” -- Historically, what have been some of Apple’s competitive advantages? Describe 2 of them. 2. In 2019, what is the purpose of Apple's business? Who are their competitors? (look beyond the case to answer this one.) PDP Part A - Self Reflection Journal Entry for week 3 – due 9:30 am day of class

3 People of the Corporation: Leadership and Culture Wed: 1/22/2020 Fri: 1/24/2020

Leadership Styles Culture Cross-Culture Social Styles

1. Leadership That Gets Results - Goleman (library db) 2. Getting to Si, Ja, Oui, Hai and Da – Meyer, Erin (library db) 3. Podcast -- Masters of Scale: Aneel Bhusri, Workday (https://tinyurl.com/y2zzjtuh) JE for week 3: 1. “Leadership That Gets Results” Which two leadership styles are you most likely to use. Why? 2. Imagine you are the Founder-CEO of a company you just started. What do you want the culture to be like? What qualities would you hire for in your employees? Journal Entry for week 4 – due 9:30 am day of class

4 Getting Things Done: Decisions, Power, and Influence Wed: 1/29/2020 Fri: 1/31/2020 Decision-Making Incentives Power Influence

1. HBR: The Hidden Traps in Decision Making - Hammond/Keeney/Raiffa (library db) 2. HBR: Harnessing the Science of Persuasion - Cialdini (library db) 3. HBR: Power Play – Pfeffer (library db) JE for week 4: 1. Ask someone who knows you well to evaluate your social style using the exercise from class 3 to have them assess your assertiveness and emotional control levels. How did their evaluation compare with your self assessment? For example, did they place you in roughly the same quadrant, did they perceive a big difference in one or both of the factors, etc? What is your takeaway from this? 2. After reading the article, “Harnessing the Science of Persuasion,” which influence technique is the most useful for leaders? Why?

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Topic & Objectives

5 Wed: 2/5/2020 Fri: 2/7/2020 Turning the Ship: Change Management

Preparation PDP Part B - Reflected Best Self Journal Entry for Week 5 – due 9:30 am day of class 1. Case: IBM Transforming, 2012-2016: Ginny Rometty Steers Watson(reader) 2. Leading Change: Why Transformation Efforts Fail (library db) 3. Ten Reasons People Resist Change (reader)

Case Discussion: IBM Transforming 2012-2016 Change Management

JE for week 5: We all go through change. Think about a big change you went through (something you are comfortable talking about). 1. In your journal, share the story of what happened and use the two articles for this week on leading change to help describe how successful (or not) the change was. 2. Now that you know more about change management, what might you do differently next time?

6

Midterm Exam (no journal entry in week 6)

Wed: 2/12/2020 Fri: 2/14/2020 Midterm /The Power of Networks

1. HBR How Leaders Create and Use Networks – Ibarra/Hunter (library db) 2. HBR Research: CEOs with Diverse Networks Create Higher Firm Value – Fang/Francis/Hasan (library db) Journal Entry for Week 7 – due 9:30 am day of class

7 Wed: 2/19/2020 Fri: 2/21/2020 New Models: Invention and Building the Future Case: Alibaba and the Future of Business HIBT: Spanx, Zappos

1. Case: Alibaba and the Future of Business – Zeng (library db) 2. Podcast: How I Built This: Spanx/Sara Blakely (https://www.npr.org/2017/08/15/534771839/spanx-sara-blakely) 3. Podcast: How I Built This: Zappos/Tony Hsieh (https://www.npr.org/2019/05/15/723670593/zappos-tony-hsieh) JE for week 7: 1. Re Alibaba article, what does it mean to "software" every activity? Should companies "software" every activity? Explain your answer. 2. Talking about either Sara Blakely (Spanx) or Tony Hsieh (Zappos) from the "How I Built This" Podcast, what is their leadership toolkit? What could you use from their toolkit in your own toolkit?

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Topic & Objectives

8 Wed: 2/26/2020 Fri: 2/28/2020 New Models: Social Business and Employee Ownership Case: New Belgium Brewery

9 Wed: 3/4/2020 Fri: 3/6/2020

Preparation Submit team presentation topic, including individual choices -- due MONDAY 2/24 PDP Part C - SMART Goals – due 9:30 am day of class Journal Entry for Week 8 – due 9:30 am day of class 1. Case: New Belgium Brewing Company and B Corp Certification (reader) 2. Podcast: How I Built This: Kim Jordan New Belgium Brewing Co (https://www.npr.org/2018/09/07/645620049/live-episode-new-belgium-brewingcompany-kim-jordan) 3. NBB Announces Sale to International Beer Conglomerate (http://bit.ly/NBBSaleNov2019) 4. November 2019: A Letter from Kim Jordan (https://www.newbelgium.com/a-letter-from-kim/) JE for week 8: To answer these, refer to the "New Belgium Brewery" readings: 1. What are the three parts of the ”triple bottom line” at New Belgium Brewery? Why do they have these three? 2. What is the difference between a corporation, a B-corporation, and a nonprofit? Imagine you have start...