Course Syllabus-Draft

Course Syllabus-Draft MHR 843: Organizational Turnarounds Fisher College of Business Ohio State University

Autumn Quarter, 2008 Elective 4 Credits Mon. 1:30 pm – 3:18 pm Weds. 1:30 pm – 3:18 pm

Instructor: Mr. Jeff Rodek 634 Fisher Hall 614-247-8812 [email protected]

Office hours: M/W: 10:30 am - noon also by appointment

Course Description This elective course will have a ‘practical applications’ bias. Effective leaders are able to galvanize people around a compelling, inspirational vision and strategy, and to then deal with people in ways that bring out their best ideas and effort. The challenge to drive to improved organizational performance is heightened, and the timeframe even shorter in turbulent times. Turbulence can result from internal factors (failed leadership, strategy, or execution, often the result of a merger or acquisition) or external factors (new competition, technology, or dramatic economic downturns). This course will include case studies of organizational turnarounds, lectures and will expose students to a cadre of successful business and organizational leaders who have successfully led organizations through crises.

Course Objectives The objectives of this course are to create a class room experience and provide readings and assignments that allow each student:

1. To understand and appreciate both academic literature as well as the practical application of good senior leadership practices.

2. To critically evaluate the unique nature of effective leaders, and identify key similarities among proven leaders, especially those who have thrived in especially turbulent times.

3. To critically evaluate the special needs of organizations who are in a period of crisis, including management processes, internal and external communications, and talent assessment & organizational improvement. Course Schedule and Reading List

Session 1 Course Introduction  Classroom introductions  Course overview  Speaker ‘host’ groups assigned

Lectures will include  Due Diligence prior to Day 1  The 1st 90 days o Assessing the situation/Quick Wins/Communication o Establishing the Culture o Communication  Talent – Retain/Assess/Augment  The importance of Vision/Mission/Strategy  The importance of Brand  Core principles – Self and Organization  Do we need outside help?  Is IT about Strategy or Execution?  Dealing with outside stakeholders

Guest Speakers: At least six executives will be invited to attend the class, describe their experience in leading during turbulent times, and answer questions from the students. When practical the executive will be available to have lunch with a team of students or meet with them after class.

Case Studies: Three case studies will be discussed, including Hyperion Solutions’ corporate turnaround 1999 – 2004. Student teams will present and discuss their recommendations regarding these case studies.

Books and Readings Required for the Course

TEXT to be determined

Course Packet: Available from UniPrint (behind Engineering building). Contains all additional articles and cases listed in the course syllabus reading list above.

Course Requirements and Grading

The course will include a mix of class discussions, textbooks, articles, class presentation assignments, and a final written assignment. Grades will be based on the following criteria:

Sub-team assignments on Case Studies: 30% Class presentations on Case Studies 20% Speaker sub-team advance work/briefing 10% Final paper: (due xxx) 30%

Class participation 10%

Total: 100%

A. Sub-team assignments on Case studies (30%) These will be team-based assignments related to developing recommendations regarding case studies distributed in class dealing with organizations dealing with crisis situations. At the initial class session, students will be assigned to one of approximately six teams. On assigned dates, papers will be due for each team.

B. Class presentation on sub-team assignments (20%) At least two teams will present their case analysis and recommendations to the class. All teams will present once during the Quarter. On their assigned presentation date, the teams will be asked to prepare and deliver 20-30 minute presentations on their findings and entertain questions. Powerpoints will certainly be welcomed, but the format and presentation style are completely up to your team to decide. All members of the team must have a speaking role.

C. Class speaker advance work (10 pts.) On the first day of class, each student will be assigned to one of approximately six speaker teams. The team will be charged with two deliverables: 1.) produce a company research briefing (1-2 pages) on the guest speaker’s company, assessing both strengths and weaknesses of the firm, and 2.) potentially hosting the speaker at an noon – 1:15 pm lunch at the Blackwell. The team will decide prior to the breakfast how they would like to use the dedicated hour they will have with the guest speaker. Note that on “speaker Wednesdays” on your assigned speaker date, business appropriate attire will be expected for the lunch team, and ‘presentable’ attire will be the rule for the rest of the class. Remember, we are representing Ohio State University and the Fisher College on these occasions, and should act accordingly…tough business questions are acceptable and encouraged, but any line of questioning which is designed to embarrass the speaker or their company is not appropriate.

D. Final papers (30%) Each student will prepare a final paper on leading and managing in turbulent times. This paper will include a self-assessment of your personal leadership effectiveness in these potential situations. More detail about this assignment will be provided nearer the end of the term. E. Class participation. I will be looking for you to provide your insights, thoughts, perspectives and questions in a professional, productive manner. Participation in class is desired and expected for a wide variety of reasons, including the value of learning from one another and the wide variety of life perspectives and experiences of the class. One final note on class participation: on speaker Wednesdays, attendance in class is expected, and I will need advance notice if you cannot attend those days. I’m sure you can understand the need for this requirement.

Course Policy Statements

Diversity. This course on leadership should practice what it preaches in its week-to- week conduct. We will, as a group and as individuals, hold ourselves accountable for demonstrating an openness to and appreciation for ideas of others. This means being conspicuously respectful of each other on all occasions and in all of our class transactions. That includes NOT surfing the web or reviewing email during class sessions.

Disability. I am committed to making every effort to provide each student with a meaningful learning opportunity. If there are any obstacles that could prevent you from learning effectively, please set an appointment with me so that we might jointly figure out how to circumvent those obstacles.

Assignments and Attendance. Assignments are due on the dates indicated, and since class participation is part of the grading consideration, then attendance matters. Having said that, I am extremely understanding about such issues, and I realize that people (even graduate students!) have personal lives. I will absolutely consider such issues as legitimate reasons to reach alternative due dates for assignments…as long as you let one of me know about issues, in advance if possible. Please do not exploit this privilege!

Prepared by Jeffrey Rodek [email protected] (614) 247 8812

April 15, 2008