Required Class Texts & Materials

Leadership & Organizational Behavior Spring, 2008 – St. Peter

MBA 8165 Saturdays - Alpharetta

Required Class Texts & Materials: Becoming a Master Manager: A Competing Values Approach R. E. Quinn, S. R. Faerman, M. P. Thompson, M. R. McGrath, & L. S. St. Clair ISBN: 0-470-05077-2

The additional materials are available on Study.Net and Ulearn

Course Objectives: This course is designed to help you develop the skills necessary to accomplish the following:  Understand that organizational issues, events, & problems have multiple, diverse antecedents & drivers  Recognize & explore the eight significant managerial roles of mentor, facilitator, monitor, coordinator, director, producer, innovator & broker  Recognize the structural, human, political, and symbolic elements of organizational dynamics & how to use each of them to drive performance & organizational change  Apply theory & evidence-based practices to the solution of organizational problems  Understand leadership & its impact on personal & organizational success  Identify and build on your own strengths as a leader

Evaluation – 4 Case Exams (92%): Course exams are cases that require an analysis and set of practical, actionable recommendations that flow from the analysis. Each case is available ahead of time through Ulearn or Study.Net for your preparation and review. On the days exams are scheduled, you will have 30 minutes at the beginning of class to consult with your class colleagues, if you so desire, and then two hours to complete your written analysis and recommendations. While I will provide you questions ahead of time to help you think through the case, you case write up should specifically address the following:

1. Problem-Issue Formulation: What do you see as the central problem or issues to be addressed? What assumptions are you making that are not clearly stated in the case? What are the symptoms, evidence or observed facts that support your perspective?

2. Analysis of Possible Solutions: What are at least two possible solutions to the problem as you have defined it? What theories, ideas or concepts from the course materials are you using to shape each of these possible solutions? What criteria or objectives would you use to evaluate these possible solutions? Based on your criteria, what is the best solution? What evidence or observations support the solution you selected, what evidence or observations do not support your solution? What assumption does your selected alternative make and what is the impact if the assumption is incorrect?

3. Recommendations & Implementation: What is your proposed plan, including specific, practical actions, for implementing the proposed solution? What are the biggest obstacles to implementing the solutions and what will you do to overcome them?

Evaluation – Assessments & Applications (8%): Throughout the course you will need to complete a series of assessments and application exercises. They will help you prepare for class discussions and hone your managerial skill set.

- 1 - Leadership & Organizational Behavior Spring, 2008 – St. Peter

SCHEDULE

Jan 12 Setting the Stage Readings  Quinn: Ch 1  Stein: “When You Fly 1st Class, It’s Easy to Forget the Dots” (Ulearn) Post-class  Complete “Competing Values Self-Assessment” & ask 3 to 5 others to complete ”Competing Values Leadership Assessment by Others” (Ulearn)

Jan 19 Getting the Best from Individuals: Mentor Role – Part 1 Readings  Quinn: Ch. 2  Roberts et al.: “How to Play to Your Strengths” (Study.Net)  Colvin: “What It Takes to Be Great” (Study.Net)  Brousseau et al. “The Seasoned Executive’s Decision-Making Style” (Study.Net)

Jan 26 Getting the Best from Individuals: Mentor Role – Part 2 Pre-Class  Do “Using the Johari Window to Analyze Behavior” – p. 43 in Quinn  Do “Developing Your Reflective Listening Skills” – p. 53 in Quinn

Feb 2 Case 1 Exam: Hogan and Bradley (Ulearn)

Feb 9 Team Power Exercise

Feb 16 Getting the Best from Teams: Facilitator Role Readings  Quinn: Ch. 3

Feb 23 Structure as an Enabler: Monitor & Coordinator Roles Readings  Quinn: Ch. 4 & 5 Pre-Class  Complete “Linking Critical Outcomes & Core Processes” – p. 123 in Quinn  Do “Developing Performance Metrics for Your Job” – p. 140 in Quinn

Mar 1 Case 2 Exam: Feed R&D or Farm It Out (Study.Net)

Spring Break

Mar 15 Understanding Leadership: Director & Producer Roles - Part 1 Readings  Quinn: Ch. 6 & 7  Kramer: “The Great Intimidators” (Study.Net)  Sprier et al.: “Leadership Run Amok” (Study.Net)  Goffee & Jones: “Why Should Anyone Be Led by You?” (Study.Net)  Goleman: “Leadership That Gets Results” (Study.Net)  Clawson: “Levels of Leadership” (Study.Net) Pre-class

- 2 - Leadership & Organizational Behavior Spring, 2008 – St. Peter

 Complete “Origins of Personal Vision” assessment - p. 192 in Quinn  Complete “When Are You Most Productive & Motivated” assessment - p. 200 in Quinn

Mar 22 Understanding Leadership: Director & Producer Roles - Part 2 Pre-Class  Do “Crafting Your Personal Vision Statement” - p. 200 in Quinn  Do “Creating Your Own Strategy for Increasing Personal Productivity & Motivation” - p. 236 in Quinn

Mar 29 Organizational Context & Political Realities: Broker Role Readings  Quinn: Ch. 9  Reingold & Yang: “The Hidden Workplace: What’s Your OQ?” (Study.Net)  Case: “Don Lowell – I Hope You Can Help Me Out” – p. 309 in Quinn Pre-Class  Complete “Who is Powerful” Assessment – p. 300 in Quinn  Do “Building Your Power Base by Changing Your Influence Strategies” – p.312 in Quinn

Apr 5 Case 3 Exam: Brako Manufacturing (Ulearn)

Apr 12 Driving Organizational Change: Innovator Role - Part 1 Readings  Quinn: Ch. 8  Kotter: “Leading Change: Why Transformation Efforts Fail” (Study.Net) Pre-Class  Complete “Change Management Knowledge Assessment” (Ulearn)  Complete “Living with Change & the Power of Purpose” – p. 270 in Quinn

Apr 19 Driving Organizational Change: Innovator Role - Part 2 Pre-Class  Do “Power of Purpose Revisited” – p. 272 in Quinn  Do “New Approaches to the Same Old Problems” – p. 283 in Quinn

Apr 26 Case 4 Exam: Big Shoes to Fill (Study.Net)