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MGMT 7014-003 Leadership and Organizations

I. Course Information:

Title: Leadership and Organizations

Course Number: 22-MGMT 7014 Credit Hours: 2

Term: Spring 2018 First 7 weeks (January 9 – February 25

II. Instructor Information:

Name: Dr. Ralph Katerberg

Title: Professor of Organizational Behavior

Office Information: LCB, Room 506

Office: (513) 556-7011

Email: Ralph.katerber@uc.edu

Office Hours: TBA

Communication Policy: Students are encouraged to contact me anytime via email or phone. A response will be given within 24

hours.

Course Facilitator: Emma Dwenger

Email: dwengees@mail.uc.edu

Office hours: TBA

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III. Link to Pace:

This course aligns with PACE, the Lindner College of Business platform for developing the total business professional.

P – Professionalism

Enhance oral & written communication, express ideas clearly, logically and persuasively.

Develop and practice teamwork skills through group projects and exercises.

Practice professional habits of punctuality, preparation, respect and participation.

A – Academics

Develop foundational knowledge of core business functions and their interactions within firms.

Begin applying functional and cross-functional knowledge to critically analyze business problems; for example applying techniques for business

plan development.

C – Character

Learn and apply leadership techniques for project management (plan, brief, execute, debrief).

Build an understanding and initial skills of managing diversity, including understanding cultural differences, and challenges and opportunities of

global business.

Understand importance of ethics and social responsibility in business and personal settings.

E – Engagement

Build understanding of importance and practices of networking through interactions with business professionals and guest speakers.

Develop awareness and appreciation of involvement in social organizations, community service, and professional group opportunities.

IV. Course Materials

Required:

Robbins, S.A. & Judge, T.A. Essentials of Organizational Behavior, 13th edition. Pearson, 2016. ISBN: 978-0-13-392081-9.

Options for Purchasing the Text Include: (UC Bookstore, Dubois Bookstore, Amazon, Etc..)

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Other Course Readings:

Applications readings are also required for the course. You can access them through the library website. Here is the process:

1. Go to www.libraries.uc.edu.

2. If you are logging in from an off-campus location, you will have to log in via the proxy server. (See instructions on the library’s home

page Services tab and look for “Off Campus Access.”)

3. Click on the Journal tab in the center of the web page.

4. Search for the specific journal (eg. Harvard Business Review) under the E –Journals only selection.

5. Select one of the data sources on the list of where that journal can be found. Usually it is best to use Business Source Complete.

6. Search for each article using the year, title or author. Note that complete citations are shown on Blackboard and in the last 2 pages of the

syllabus

V. Course Purpose:

This course focuses on concepts and applications related to organizations and the individuals who create and work in them. My goal

is to help you better understand and practice individual and organizational management. We will cover micro-level issues (e.g.,

individual differences and motivation), mid-level issues (e.g., leadership, groups and teams) and macro-level issues (e.g.,

organizational culture and structure). It is my hope that focusing on these concepts, applications, and issues will allow you to see and

understand some things you might now take for granted. I believe this process will increase your understanding of yourself and others

so that you can be more effective in the organizations in which you manage and participate

VI. Student Learning Outcomes:

o To learn more about yourself and your own assumptions, strengths, and areas for development.

o To understand more about others, including the nature and value of differences in points of view.

o To build a toolkit of concepts so that you can engage in dialogue about leadership and organizations more knowledgeably.

o To refine ability to read critically, think analytically, speak articulately, and write convincingly.

o To enhance diagnostic skills in identifying, analyzing and reflecting on your own and others’ behavior.

o To improve prescription skills and the ability to actively experiment with possible courses of action.

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VII. Instructional Methods (Including Description about Bb):

We will use Blackboard throughout the course (http://blackboard.uc.edu). Blackboard will be used as a means for making course materials

available to you. I will post all my presentations and other course materials. Blackboard will also be used to make announcements and post

any schedule adjustments. It is important to check Blackboard regularly! If you are not familiar with these tools, please visit

https://kb.uc.edu/kbarticles/blackboard-landing.aspx.

VIII. Course Communication:

University policy requires that the email set up in Blackboard is the primary means of communication. It is advisable that you use your UC

email for this purpose and that you check it often. If you choose to change your email in Blackboard to a non-UC email it is your

responsibility to ensure you check it frequently. Please see the attached Student Email Policy for more information:

http://www.uc.edu/content/dam/uc/infosec/docs/general/Policy_StudentEmail.pdf.

IX. Course and Grading Policies:

1. Course Structure: Changes to the syllabus, due dates, course requirements or grading requirements will be made as far in advance as

possible. Due dates will be clearly marked in Blackboard. All assignments will be submitted via Blackboard using a Word document,

PDF document or an Excel document. When completing discussion board assignments please make sure to abide by the rules of

netiquette which are posted under course documents.

2. Academic Integrity: As with all Lindner College of Business efforts, in this course you will be held to the highest ethical standards,

critical to building character. Ensuring your integrity is vital and ultimately is your responsibility. To help ensure the alignments of

incentives, the Lindner College of Business has implemented a “Two Strikes Policy” regarding Academic Integrity that supplements

the UC Student Code of Conduct (see:http://www.uc.edu/conduct/Code_of_Conduct.html)

All academic programs at the Lindner College of Business use this “Two Strikes Policy”; Any student who has been found

responsible for two cases of academic misconduct may be dismissed from the College.

All cases of academic misconduct (e.g., copying other students assignments, failure to adequately cite or reference,

cheating, plagiarism, falsification, etc.) will be formally reported by faculty; and

Students will be afforded due process for allegations as outlined in the policy.

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3. Disability: Students with disabilities who need academic accommodations or other specialized services while attending the University

of Cincinnati will receive reasonable accommodations to meet their individual needs as well as advocacy assistance on disability-

related issues. Students requiring special accommodation must register with the Disability Services Office. http://www.uc.edu/aess/disability.html

4. Counseling Services, Clifton Campus: Students have access to counseling and mental health care through the University Health

Services (UHS), which can provide both psychotherapy and psychiatric services. In addition, Counseling and Psychological Services

(CAPS) can provide professional counseling upon request; students may receive five free counseling sessions through CAPS without

insurance. Students are encouraged to seek assistance for anxiety, depression, trauma/assault, adjustment to college life,

interpersonal/relational difficulty, sexuality, family conflict, grief and loss, disordered eating and body image, alcohol and substance

abuse, anger management, identity development and issues related to diversity, concerns associated with sexual orientation and

spirituality concerns, as well as any other issue of concerns. After hours, students may call UHS at 513-556-2564 or CAPS Cares at

513-556-0648. For urgent physician consultation after-hours students may call 513-584-7777.

5. Title IX: Title IX is a federal civil rights law that prohibits discrimination on the basis of your actual or perceived sex, gender, gender

identity, gender expression, or sexual orientation. Title IX also covers sexual violence, dating or domestic violence, and stalking. If

you disclose a Title IX issue to me, I am required forward that information to the Title IX Office. They will follow up with you about

how the University can take steps to address the impact on you and the community and make you aware of your rights and resources.

Their priority is to make sure you are safe and successful here. You are not required to talk with the Title IX Office. If you would like

to make a report of sex or gender-based discrimination, harassment or violence, or if you would like to know more about your rights

and resources on campus, you can consult the website www.uc.edu/titleix or contact the office at 556-3349.

6. Missed and/or late examinations, quizzes, and graded exercises:

Incomplete. Incompletes will be given only in rare cases where arrangements have been made with me in advance. Otherwise, if

you do not complete all course requirements, you will be assigned the letter grade corresponding to the number of points you have

received.

Late assignments. Any work that is turned in late will automatically lose 10% per day, starting at the time at which it was due.

No extra credit assignments or projects will be given under any circumstances in this course.

Grade appeals. If you have a concern about a grade that you receive in this class, you are invited to submit to me a written appeal

within one week of receiving the grade in question. The appeal should outline your specific concerns with the grade and provide

evidence supporting why the grade should be changed. I will then review your appeal and respond as quickly as possible.

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7. LCB Weather Related Protocol:

When inclement weather threatens the safety of the University of Cincinnati community, the Senior Vice President for Administration

and Finance may invoke University Rule 3361: 10-55-01 and declare an emergency closing.

The Lindner College of Business will observe the university emergency closing protocol for all on-campus classes. During a

university emergency closing, all college offices will be closed.

Students should clarify with their course instructors how the closure will affect assignments and deadlines, and whether class

information from the missed session(s) will be posted on Blackboard, and/or if the class will meet virtually during the closure.

In the event of inclement weather and the university is closed, the closure will not affect online courses. All course assignments

and activities will remain as scheduled in the course syllabus.

8. Criteria for letter grades:

Your course grades will be based on your performance on the following:

Individual Components 100 pts. Concept quizzes (2 @ 50 pts./each)

20 pts. Leadership Self-Analysis

60 pts. Reading Takeaways

20 pts. Individual HBR Case Analysis

40 pts. Final case Analysis (final exam)

Group Component 60 pts. Group HBR Case Study Overview & Briefing (3 case discussions, each 20 points)

Typical Grading Levels

94% - 100% A

90% - 93% A-

86% - 89% B+

82% - 85% B

78%- 81% B-

74% - 77% C+

70% - 73% C

69% and below F

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Description of Major Assignments

Concept Tests (100 pts. 2 @ 50 pts. each)

Two concept tests will be given as an opportunity for you to demonstrate understanding of concepts, theories and terms in the course and as an incentive to

keep on top of all assigned readings. These concepts are largely drawn from the textbook, lectures and readings. The on-line tests will be posted at the

beginning of the module on which they are scheduled, and will include a due date. These tests are to be your independent work, but are open book, open

note assessments.

Leadership Self-Analysis (20 pts.)

As we’ll discuss in the first week of class, self-knowledge is an important component of leadership. In the first few weeks of the course, you will begin to

document a process of knowing yourself and your potential as a leader. You will create a Leadership Self Analysis, the first individual paper for this

course.

Individual Case Analysis (20 pts.)

In Module 5, you will be assigned a short case that will require that you apply concepts and information from the course to a very realistic, real-world

situation. A case is a scenario or a description of a business situation in which a company or manager typically is faced with a decision. Like real-life

situations, cases include information that is not necessarily orderly. You must provide some order by selecting which pieces of information to attend to and

which to ignore. Preparing a case analysis requires one to analyze an array of information, diagnose a situation, and suggest a course of action. You are

expected to apply appropriately ideas and concepts from the course, textbook and readings, citing all items.

Group Case Discussion (60pts. 3 @ 20 pts.)

In three modules, you will find short cases drawn from the Harvard Business Review assigned for group discussion. These short, focused cases will always

have a relationship to the topics covered in the module. You and each member of your 4-6 person group will read these cases and independently post

your thoughts about the case on the group discussion board. Once all are posted, each member should review all the posts and add comments on what

others have offered. Your thoughts should define the problem or challenge in the case and what you think should be the next steps to address what you

understand to be the key issues applying concepts from the course and readings. In short, this should look like a small group discussion about the case

where each member has something to offer to both understanding the problem(s) and offering solution(s). Assessment of your responses to these cases

will focus on:

1. Clarity of description of the problem(s) or challenge(s) found in the case.

2. Evidence of application of content from the module in the diagnosis of the case.

3. Generation of realistic and practical action steps to address the problem(s) or challenge(s) in the case.

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Takeaways from readings (60 pts.)

Within each module, you will find application readings drawn from the Harvard Business Review and other business outlets. These short articles will

always have connections with the content of the module. These readings will offer something to apply to real world management challenges. For each

module, you will write a paragraph or two with your “takeaways” from the readings. These should describe a “Takeaway” or two from the reading(s) that

struck you as something that you could apply to your current or future managerial tasks. You need not write something on each article, but I am confident

that there will be at least one or two ideas in each module that will catch your interest and attention. Your diary will grow from module to module as you

add your takeaway entries.

Assessment of your responses to these cases will focus on:

1. Clarity of describing the idea from the reading.

2. Attempt to relate the ideas form the reading to your experience.

3. Evaluative reactions to the ideas in the article (Positive and/or negative).

Final Case Analyses Report (40 pts.)

This case analysis will be an opportunity to demonstrate your ability to integrate information from multiple sources and perspectives into an analysis of a

complex case. The case for this analysis is Ganging up on Cancer: “Integrative Research Center at Dana-Farber Cancer Institute (A)”, Case

number 9-412-029. It can be purchased from the Harvard Business Publishing. This case will require some “digesting” before you begin to write your

analysis so you should secure it well in advance of the due date. This final case analysis must be submitted to me via safe assign as a Word document

by the deadline included in the module. Your individually developed case analysis is limited to five (5) double-spaced pages of text, with 12-point font

and 1” margins. Please include your name and page numbers in your document. This analysis must be your own, individual work, and not a product of

collective effort!

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Course Schedule: MGMT 7014 Leadership & Organizations

Date Topic

Text

Chapters

Applications Readings for Your

Takeaways

Group

Discussions of

HBR Cases

Assignments

& Due Dates

Module 1

Intro to Leadership &

Organizations 1 Drucker, HBR, Jan. 2005 Kaplan, HBR, Jul.-Aug. 2008

History of

Management

Ideas/People Matter

Luthans, F. & Youssef,, Organizational Dynamics, May, 2004.

Walker, HBR, April, 2002, pgs. 97-102

Takeaway 1

Module 2

Individual Differences

and Diversity 2

Bunker, Kram, & Ting, S. HBR, Dec. 2002

Ibarra, Ely, & Kolb, HBR, Sept. 2013

Case or group

discussion: The

Nice Guy Takeaway 2

Moods, Attitudes and

Emotions in the

workplace 3,4

Barsade, S.,& O'Neill, A. HBR. Jan. /Feb.

2016, Vol. 94, pp. 58-66.

Module 3 Personality and values 5

Hewlett, Sherbin & Sumberg, HBR, Jul/Aug 2009 Toegel, G. & Barsoux, J.L., Sloan Mgmt. Rev. spring, 2012.

Takeaway 3

Perception and

decision making 6

Kahneman, Lovallo & Sibony, HBR, June, 2011. Beshears, J. & Gino, F. HBR, May 2015

Leadership Self

Analysis Paper due

Takeaway 4

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Module 4

Basic motivation

concepts 7

Kerr, Academy of Management Executive, 1995, Vol. 9. Brockner, HBR, Mar., 2006 Latham & Locke, Org. Dyn. , Nov. 2006

Group discussion

case: What to do

for a struggling

colleague?

Takeaway 5

Motivation Theories

and applications

Performance

Management 8 Grenny, J. Leader to Leader, Winter 2012 Amabile, & Kramer, HBR,May, 2011

Test 1

Module 5

Basics of behavior of

groups

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Coutu, HBR, May, 2009, Lencioni, P. The Five Dysfunctions of a Team. – Streaming video link will be posted on Blackboard

Takeaway 6

All individual case

analyses due

Teams in the

workplace

Communication 10,11

Bushe &Chu, Org. Dyn., 2011, Vol. 14. Bernstein, Bunch, Canner & Lee, HBR, July-Aug. 2016.

Takeaway 7

Module 6

Power and politics

Past Perspectives on

Leadership 12, 13

Sutton, HBR Sept. 2006. Collins, HBR, Jan. 2001 Cross & Thomas, HBR, July/Aug. 2011

Group Case

Discussion:

Big Shoes to Fill Takeaway 8

Recent Developments

in Leadership

Lafley, HBR, May, 2009 Ancona, Malone, Orlikowski, & Senge HBR, Feb. 2007 Buckingham, HBR, Mar. 2005

Takeaway 9

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Module 7

Conflict and Negotiations

Organizational Culture 16,14

Ashford, S. & Detert, J., HBR Jan.-Feb.

2015.

Sebenius, HBR, April, 2001

McCord, HBR,Jan.-Feb. 2014

Takeaway 10

Organizational Change

Course Wrap 17

Kotter, HBR, Mar/Apr. 1995

Ford & Ford, HBR, Apr. 2009

Quiz 2

Date

Feb. 25,

11:59pm Final case Analysis

Submit using

Safeassign link

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Leadership and Organizations MGMT 7014

Application Readings: Full Citations

Module 1 Your Managerial Career

Managing Oneself., Drucker, P.F., Harvard Business Review, Jan. 2005, pp. 100-109.

Reaching Your Potential.,Kaplan, R.S., Harvard Business Review, Jul.-Aug. 2008, pp. 45-49.

People Really Matter

Human, Social and Now Positive Psychological Capital Management: Investing in People for Competitive Advantage. , Luthans, F. & Youssef, C.M.,Organizational Dynamics, May 2004, pp.143-160.

Saving Your Rookie Managers from Themselves. , Walker, C.A. Harvard Business Review, April 2002, pp. 97-102.

Module 2 Individual Differences and Diversity

The Young and the Clueless., Bunker, K.A., Kram, K.E., & Ting, S. Harvard Business

Review, Dec. 2002, pp. 80-87.

Women Rising: The Unseen Barriers. Ibarra, H., Ely, R.,& Kolb, D., Harvard Business Review,

Sept. 2013, pp. 61-66.

Moods, Attitudes and Emotions in the Workplace

Manage Your Emotional Culture. Barsade, S.,& O'Neill, O. A. Harvard Business Review.

Jan./Feb., 2016, Vol. 94, pp. 58-66.

Module 3 Personality and Value

How to Become a Better Leader, Toegel, G. & Barsoux, J.L. MIT Sloan Management Review,

Spring, 2012, pp. 50-60.

How Gen Y & Boomers Will Reshape Your Agenda., Hewlett, S.A., Sherbin, L., & Sumberg,

K. Harvard Business Review, Jul/Aug. 2009, pp. 71-76.

Perception and Decision Making

Before You Make that Big Decision, Kahneman,D., Lovallo, D. & Sibony, O., Harvard

Business Review, June, 2011, pp. 51-60.

Leaders as Decision Architects, Beshears, J. & Gino, F. Harvard Business Review, May,

2015, pp. 52-62.

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Module 4 Basic Concepts of Motivation

Enhancing the Benefits and Overcoming the Pitfalls of Goal Setting. Latham, G.P., & Locke,

E.A. Organizational Dynamics, Nov. 2006, pp. 332-340.

Why It's So Hard to Be Fair., Brockner, J. Harvard Business Review, Mar. 2006, pp. 122-129.

On the Folly of Rewarding A, While Hoping for B. (An Academy Classic), Kerr, S. Academy of

Management Executive, 1995, Vol. 9, No. 1, pp. 7-14.

Motivation Theories and Applications

Change anything: The 21st-century approach to performance management and avoiding the

willpower trap. Grenny, J., Leader to Leader. Winter, 2012, Vol. 2012 Issue 63, p26-31

The Power of Small Wins., Amabile, T.M., & Kramer, S.J. Harvard Business Review, May

2011, pp. 70-80

Module 5 Basics of Behavior in Groups

Why Teams DON'T Work., Coutu, D., Harvard Business Review, May 2009, pp. 98-105.

The Five Dysfunctions of a Team, Lencioni, P. – Streaming video link is posted on Blackboard

Teams at Work/Communications

Fluid Teams: Solutions to the problems of unstable team membership. Bushe, G.R. & Chu, A.

Organizational Dynamics, v. 40, 2011, pp. 181-188

Beyond the Holacracy Hype, Bernstein, E.; Bunch, J. Canner, N. & Lee, M. Harvard Business

Review, July-Aug, 2016, pp.38-49.

Module 6 Power and Politics/ Past Perspectives on Leadership

A Smarter Way to Network. Cross, R. & Thomas, R. Harvard Business Review, July-Aug.

2011, pp.149-153.

Level 5 Leadership: The Triumph of Humility and Fierce Resolve, Collins, J. Harvard Business Review, Jan. 2001. pp. 66-76.

The Boss as Human Shield, Sutton, R. Harvard Business Review, Sept, 2010, pp106-109.

Recent Developments in Leadership

In Praise of the Incomplete Leader., Ancona, D., Malone, T.W., Orlikowski, W.J., & Senge, P.M. Harvard Business Review, Feb. 2007, pp. 92-100.

What Only the CEO Can Do., Lafley, A.G.. Harvard Business Review, May 2009, pp. 54-62.

What Great Managers Do. Buckingham, N. Harvard Business Review, Mar. 2005. pp. 70 –

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Module 7 Conflict and Negotiation / Organizational Culture

Six Habits of Merely Effective Negotiators, Sebenius,J., Harvard Business Review, April,

2001, PP. 87-95.

Getting the Boss to Buy In., Ashford, S. & Detert, J. Harvard Business Review, Jan.-Feb.

2015, pp. 72-79.

How Netflix Reinvented HR.. McCord, P. Harvard Business Review, Jan.-Feb. 2014,pp.71-76

Organizational Change

Leading Change: Why Transformation Efforts Fail, Kotter, J. Harvard Business Review,

Mar/Apr 1995 pp. 59-67.

Decoding Resistance to Change, Ford, J.D., & Ford, L.W. Harvard Business Review, Apr.

2009, pp. 99-10

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