CMGT 599: Non Profit Marketing Communication
CMGT 501—Spring 2017
Instructors: Brad Shipley Rebecca Weintraub Ben Lee Daniela Baroffio
Office: ASC 321 ASC 321 ASC 321 ASC 321
Office hours: By Appointment By Appointment By Appointment By Appointment
Email: shipley@usc.edu weintrau@usc.edu bblee@usc.edu baroffio@usc.edu
TA: Matthew Bui
Office: ASC G6
Office hours: By Appointment
Email: matthew.bui@usc.edu
Course Description and Objectives
This course strives to accomplish a range of objectives, the chief of which is building a foundation for future professional success. Success requires understanding organizations in which professionals work and developing competent communication skills. Therefore, the course will focus on a selection of core organizational concepts and dynamics, which are significantly shaped by communication. The goal is to develop increased professional communication competencies in the following areas:
• Increasing Power & Influence in organizations
• Managing Your Personal Brand
• Leveraging teams
• Providing Leadership
• Understanding Organizational Dynamics
• Communicating Financial Information
Course Pedagogy: Read & Practice
Learning about these concepts builds familiarity with dense academic literature. Such familiarity is fundamental to performing in the Communication Management program. You will be exposed to readings of best practices and theory. But, that’s not enough. You will be challenged to apply concepts from the readings in a simulated environment. Often, you will struggle and fail—perhaps miserably. Simulations provide a safe opportunity to learn and develop skills “in the lab” so that you can avoid costly errors that may damage your career.
We have had extensive opportunities to provide organizational development training to a wide range of public, private, and non-profit organizations. We look forward to providing students the same type of training that we have given to executives.
Readings
This class will use texts, readings available as PDF files on blackboard (indicated by ** on the reading schedule), and articles that need to be purchased through Harvard Business Publishing. Each article from Harvard Business Publishing can be purchased for about $4. In essence, this represents a course reader. To obtain the readings from Harvard Business Publishing, please use the following link:
The following texts should be purchased. Please note that they can be cheaply purchased through online vendors as well.
Bradberry, T., & Greaves, J. (2009). Emotional Intelligence 2.0. San Diego, CA: TalentSmart.
Foss, S., & Foss, K. (2012). Inviting transformation: Presentational speaking for a changing world. Longrove, IL: Waveland Press.
Heath, C., & Heath, D. (2007). Made to stick. New York, NY: Random House.
Isaacson, W. (2011). Steve Jobs. New York, NY: Simon & Schuster.
Kaufman, J. (2012). The personal MBA. New York, NY: Portfolio/Penguin.
Newport, C. (2012). So good they can’t ignore you. New York: Business Plus.
Pfeffer, J. (2010). Power: why some people have it—and others don’t. New York: Harper Collins.
Assignments
Participation in Class Discussion (10%)
Each student must contribute to the learning in this class. In most class sessions, you must speak, ask questions, and perhaps, argue respectfully. To do so, you must prepare well: read the assigned materials before class; read, view or listen to other relevant and interesting content; think. Staying silent in class is poor performance for a graduate level course. Given that much of our discussion will be based on shared simulated experience; all students should be willing to contribute.
Judgment of participation is based on the instructors’ aggregate impressions gained throughout the semester. If you participate frequently and enthusiastically, you will earn an “A” grade. You will not earn the full score by merely attending classes. Simply attending classes and only occasionally participating will result in a mediocre grade. If you are frequently absent, disengaged or disrespectful, you will earn zero. You will receive a participation grade for the first half of the semester and a grade for the second half of the semester (5% for each half).
Quizzes (20%)
There will often be short quizzes at the start of class to ensure adequate comprehension of readings in preparation for class. Quizzes will be administered using tophat, so please bring a laptop, ipad, or at least a smartphone to class. There will not be makeup quizzes. However, the lowest quiz score will be dropped (i.e., missing one class will not hurt your overall quiz grade for the course).
Informational Interview Draft & Rewrite Assignment (15%)
Conduct an informational interview with a person in an industry and/or organization of interest. This is a great opportunity to gain the kind of insight into the realities of working in a particular field that is unavailable by looking at printed sources. In addition, this is a great opportunity to develop your networking skills. The deliverable is a 500 word paper on what you learned about the industry, profession, and/or organization and how this information will be useful to you in the future. Initially, you will turn in a draft. You will receive written feedback and a grade for the draft. Then, you will revise the draft and submit a final version for a grade as well. The first draft will be worth 10% and the final draft will be worth 5%.
,
Simulation Reaction Paper (20%)
You will write a Simulation reaction paper where you will do the following:
• Review the assigned readings related to the activity
• Participate in the simulation
• Read at least 2 additional peer reviewed articles beyond what was assigned in class on the topic.
• Write a 5-6 page reaction paper that makes connections between the activity and the readings, and identifies lessons learned.
Case Project (35%)
The course’s major project will involve the case study of an interesting career in an interesting firm: Steve Jobs and Apple.
In the study, you will read a biography of Jobs, as well as other articles written about Jobs and Apple.
You will identify relevant instances of success and failure. Then, you will review the concepts taught in class and from the readings, and apply the relevant concepts to describe and explain Jobs’ success or failure. The deliverable will be a 7-10 page paper.
Turning in Written Assignments
All written assignments must be turned in electronically via blackboard one hour prior to class. Late delivery of assignments is unprofessional and will incur stiff penalties (e.g., 10% if delivered after time due, but on the same day, 20% penalty if delivered the following day, etc). Please use MS Word format rather than sending a PDF or sharing a Googledoc.
Grading Scheme
A 93.0% or higher
A- 90.0%-92.9%
B+ 87.0%-89.9%
B 83.0%-86.9%
B- 80.0%-82.9%
C+ 77.0%-79.9%
C 73.0%-76.9%
C- 70.0%-72.9% (C- or lower is a failing grade)
D 60.0%-69.9%
F 59.9% or lower
Academic Integrity
The Annenberg School for Communication is committed to upholding the University’s Academic Integrity code as detailed in the SCampus Guide. It is the policy of the School of Communication to report all violations of the code. Any serious violation or pattern of violations of the Academic Integrity Code will result in the student’s expulsion of the Communication major or minor.
The School and the University is committed to the general principles of academic honesty that include and incorporate the concept of respect for the intellectual property of others, the expectation that individual work will be submitted unless otherwise allowed by an instructor, and the obligations both to protect one's own academic work from misuse by others as well as to avoid using another's work as one's own. By taking this course, students are expected to understand and abide by these principles. All submitted work for this course may be subject to an originality review as performed by TurnItIn technologies () to find textual similarities with other Internet content or previously submitted student work. Students of this course retain the copyright of their own original work, and TurnItIn is not permitted to use student-submitted work for any other purpose than (a) performing an originality review of the work, and (b) including that work in the database against which it checks other student-submitted work.
This course requires you to read and re-present much material across various assignments. This process is rife with opportunities for plagiarism.
Plagiarism is a cardinal sin in academe, including within the Annenberg School. In this course, the penalties for plagiarism are substantial: “0” for the assignment in the first occurrence; a subsequent occurrence earns a grade of “F” in the course, plus possible recommendation for suspension from the Communication Management program. As students of the program, you must understand what constitutes plagiarism, and exercise scrupulous effort to avoid it.
Students with Disabilities
Students requesting academic accommodations based on a disability are required to register with Disability Services and Programs (DSP) each semester. A letter of verification for approved accommodations can be obtained from DSP when adequate documentation is filed. Please be sure this letter is delivered to the professor as early in the semester as possible. DSP is open Monday-Friday, 8:30 am -5:00 pm. The office is in the Student Union 301 and their phone number is (213) 740-0776.
Class Schedule
The following table indicates the topic, experiential activity, and assignment due dates. Then a list of the weekly readings is provided.
| |Module |Experiential Activity |Graded Assignments |
| | | | |
|Week 1 |Course Introduction & MBTI Exercise |Ideal Org Activity | |
| Jan 10th | | | |
| | | | |
|Week 2 |Group Decision Making I | Group Decision Making Exercise |Possible Quiz |
| Jan 17th | | | |
| | | | |
|Week 3 |Group Decision Making II | |Possible Quiz |
| Jan 24th | | | |
| | | | |
|Week 4 |Brand You |Elevator Speeches |Possible Quiz |
|Jan 31 | | | |
| | | | |
|Week 5 |Power and Influence in Organizations |Cooperation Communication |Possible Quiz |
| Feb 7th | | | |
| | | | |
|Week 6 |Managing Presence in Social Media | |Informational Interview Assignment First |
| |Guest Speaker: Pat Wadors, SVP Linkedin | |Draft Due |
| Feb 16th 2pm | | | |
|only | | | |
| | | | |
|Week 7 |Sensemaking in Organizations | |Possible Quiz |
| Feb 21st | | | |
| | | | |
|Week 8 |Organizational Communication Challenge |Hi-Fli | |
| Feb 28 | | | |
| | | | |
|Week 9 |Communicating Financials | |Simulation Reaction Paper Due |
| | | |Possible Quiz |
| Mar 7th | | | |
| | | | |
|Week 10 |Spring Break | | |
| | | | |
|Week 11 |Argumentation & Presentations | |Possible Quiz |
| Mar 21st | | | |
| | | | |
|Week 12 |Emotional Intelligence | |Revised Informational Interview Assignment |
| |Guest: Kimberlie Stephens | |Due |
| | | |Possible Quiz |
|Mar 28th | | | |
| | | | |
|Week 13 |Shark Tank Exercise |Presentations |Participation = 100% Quiz |
| April 4th | | | |
| | | | |
|Week 14 |Organization & Change |Meta-4 |Possible Quiz |
| Apr 11th | | | |
| | | | |
|Week 15 |Leadership |Leadout |Possible Quiz |
| Apr 18th | | | |
| | | | |
|Week 16 |Case Discussion: Apple | |Case Project Paper Due |
| Apr 25th | | | |
| | | | |
|Final |No Final Exam | | |
| | | | |
Week 1: Personality Types
Link to Myers Briggs Assessment:
Week 2: Group Decision Making I
Henley, A, & Price, K. (2002). Want a better team? Foster a climate of fairness. Academy of Management Executive, 153-154**
Cialdini, R. (2007). How to get the best solutions from your team: Avoid two common decision-making traps that confront leaders. Boston, MA: Harvard Business School
Beebe, S. A., & Masterson, J. T. (2015). Communicating in small groups. Boston, MA: Peason.***
Week 3: Group Decision Making II
Poole, M. S. (2013). Structuration research on group communication, Management Communication Quarterly, 27(4), 607-614.***
Gersick, C. J. (2003). Time and transition in work teams: toward a new model of group development. In R. Y. Hirokawa, R. S. Cathcart, L. A. Samovar, & L. D. Henman (Eds.) Small Group Communication (59-75). Los Angeles, Roxbury.***
Edmondson, A. & Smith, D. (2006). Too hot to handle? How to manage relationship conflict, California Management Review, 49, 6-31. (Found on Harvard Business Review)
Week 4: Brand You
Peters, T. (1997). The brand called you. Fast Company. Retrieve from
Lorsch, J. W. & Tierney, T. J. (2002). Aligning your star: Build a life not a resume. Harvard Business School.
Heslin, P. A. (2005). Conceptualizing and evaluating career success. Journal of Organizational Behavior, 26, 113-136.**
Week 5: Power & Influence in Organizations
Lingo, L. L., & McGinn, K. (2007). Power and influence: Achieving your objectives in organizations. Boston, MA: Harvard Business School
Pfeffer, J. (2010). Power: why some people have it—and others don’t. New York: Harper Collins.
Chapter 2: The personal qualities that bring influence.**
Sozen, H. C. (2012). Social networks and power in organizations: A research on the roles and positions of the junior level secretaries in an organizational network, Personnel Review, 41(4), 487 – 512**
Burt, R. S. (2015). Reinforced structural holes, Social Networks, 43, 149-161, ISSN 0378-8733**
Week 6: Managing Social Media Presence (Guest Speaker: Pat Wadors, 2pm class only)
Newport, C. (2012). So good they can’t ignore you. New York: Business Plus.
Ollier-Malaterre, A. (2015). Social media or social minefield? Surviving in the new cyberspace era, Organizational Dynamics, 44, 26-34.**
Week 7: Leadership & Organizing
Eisenberg, E. M. & Goodall Jr., H. L. (2004). Organizational communication: Balancing creativity and constraint (4th ed.). New York, NY: Bedford/St. Martin.
Ch. 4: The systems perspective on organizations and communication**
Weick, K. E., & Sutcliffe, K. M. (2007). Managing the unexpected: Resilient performance in an age of uncertainty (2nd ed). Hoboken, NJ: Jossey-Bass.
Ch. 1: Managing the unexpected**
Weick, K. E. (1993). The collapse of sensemaking, Administrative Science Quarterly, 38(4), 628-652**
Week 8: Hi-Fli Simulation
(no Assigned reading other than simulation prep)
Week 9: Communicating Financials
Kaufman, J. (2012). The personal MBA. New York, NY: Portfolio/Penguin.
(specific chapters tbd)
Week 10: Spring Break
Week 11: Argumentation & Presentations
Clayton, J. (2008). Five quick ways to trim—and improve—business writing. Boston, MA: Harvard Business School.
Foss, S. & Foss, K. (2012). Inviting transformation: Presentational speaking for a changing world. Longrove, IL: Waveland Press.
Heath, C., & Heath, D. (2007). Made to stick. New York: Random House.
Week 12: Emotional Intelligence (Guest Speaker: Kimberlie Stephens)
Bradberry, T., & Greaves, J. (2009). Emotional Intelligence 2.0. San Diego, CA: TalentSmart.
Be sure to complete the Assessment!
Week 13: Shark Tank Presentation (no assigned reading)
Week 14: Leadership & Organization
Kotter, J. P. (2007). Leading change: Why transformation efforts fail. Boston, MA: Harvard Business School.
Galbraith, J. (2014). Designing organizations: Strategy, structure, and process at the business unit and enterprise levels. San Francisco: Jersey-Boss. (specific chapter tbd)*** (available through USC resources as an ebook)
Week 15: Leadership
George, W., Sims, P. McLean, A., Mayer, D., & Mayer D. (2007). Discovering your authentic leadership. Boston, MA: Harvard Business School
Bernhut, S. (2001). Managing the dream: Warren Bennis on leadership, Ivey Business Journal, 65(5), 36-41.**
Northouse, P. G. (2013). Leadership. Thousand Oaks, CA: Sage Publications.**
Ch. 9: Transformational Leadership
Thompson, G. & Glaso, L. (2015). Situational leadership theory: a test from three perspectives, Leadership & Organization Development Journal, 36(5) , 527-544.**
Week 16: The Apple Case
Isaacson, W. (2011). Steve Jobs. New York, NY: Simon & Schuster.
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