GSBA 501 - University of Southern California



GSBA 501 The Role of the Manager Role of the ManagerKey Concepts in StrategyLeadership CommunicationFall 2016Online Preparation: August 8-12, 2016On-Campus Intensive: August 14-19, 20163 unitsCourse SyllabusINSTRUCTORS:Judith Blumenthal & Peter CardonCONTACT:Judith BlumenthalEmail: judith.blumenthal@marshall.usc.eduPhone: (213)740-0734Peter CardonEmail: cardon@marshall.usc.eduPhone: (213)740-0133OFFICE HOURS:By appointment EMERGENCY NUMBERS: USC Emergency Info Line: 213-740-9233 USC Emergencies: 213-740-4321 USC Information Line: 213-740-2311 or KUSC Radio (91.5 FM)REQUIRED READINGS:The Role of the Manager and Key Concepts in Strategy course pack Leadership Communication course packPREREQUISITES: no prerequisitesCourse DescriptionGSBA 501 is an intensive one-week residential course at the start of the Marshall Online MBA. Students will receive advance preparation for this face-to-face component of the program through online discussion forums and team-building activities. In GSBA 501, students will explore the role of the manager, learn key concepts in strategy, and work on enhancing their communication skills. The course includes lecture, discussion, case analysis, interactive exercises, and a case competition.The percentage of time devoted to each subject area in GSBA 501 is as follows:Role of the Manager and Key Concepts in Strategy (Judith Blumenthal) 50%Communication in Management (Pete Cardon)50%Course ObjectivesThe broad goal of this course is to provide students with managerial and strategic frameworks and enhance their communication skills. The course will familiarize students with the process of thinking critically in order to solve business problems faced by business leaders. Upon completing the course, students will be able to:Role of the Manager and Key Concepts in StrategyAnalyze the roles and integrative point of view of the general manager. Identify key dimensions of leadership in organizations.Apply analytical and rhetorical skills essential for managerial success. Apply key theories and concepts in competitive strategy, with emphasis on sustainable competitive advantage.Formulate strategy by analyzing complex situations, developing alternative solutions, and selecting advantageous courses action.Develop action plans for strategy implementation. Communication in ManagementCompare and contrast managerial and communication styles.Discuss implications of leadership communication strategy and practice.Evaluate collaboration strategies and emerging tools to facilitate collaboration.Analyze team dynamics, development, and communication MaterialsMaterials for this course include readings and cases, as well as online content. Please watch all videos and read all required readings PRIOR TO the on campus intensive program on August 14, 2016.All students must bring a laptop to the on-campus intensive. GradesThe course grade is based on participation, quizzes, and a case competition. The following factors will be considered in participation grades: Students must actively participate in class sessions by asking thought-provoking questions, offering relevant comments, and answering questions from faculty in a clear and concise manner. Class participation includes online discussion forums, also known as MarshallTALK sessions, as well as residential participation. All students are required to have functioning webcams and headset/speakers to earn participation credit during MarshallTALK sessions. With the exception of the case competition, all work is to be completed independently. PointsPercent of Total GradeStrategy45045%Participation 15015%Quizzes 30030%Communication45045%Participation (incl. 2 Individual Presentations)15015%Quizzes30030%Presentation: Case Competition10010%Case Challenge10010%TOTAL 1000100%Grading PolicyThe grade for this course is based 45% on management and strategy content and 45% on leadership communication content, with the remaining 10% based on the case competition, which will draw upon content from both areas. Weighted averages will be computed to determine the final score and final grade; students must have a passing score in each area in order to pass the course. For more information on grading policies, go to: ConductPlagiarism – presenting someone else’s ideas as your own, either verbatim or recast in your own words – is a serious academic offense with serious consequences.? Please familiarize yourself with the discussion of plagiarism in SCampus in Section 11, Behavior Violating University Standards .? Other forms of academic dishonesty are equally unacceptable.? See additional information in SCampus and university policies on scientific misconduct, , sexual assault, and harassment are not tolerated by the university.? You are encouraged to report any incidents to the Office of Equity and Diversity or to the Department of Public Safety .? This is important for the safety whole USC community.? Another member of the university community – such as a friend, classmate, advisor, or faculty member – can help initiate the report, or can initiate the report on behalf of another person.? The Center for Women and Men provides 24/7 confidential support, and the sexual assault resource center webpage sarc@usc.edu describes reporting options and other resources.Support SystemsStudents whose primary language is not English should check with the American Language Institute , which sponsors courses and workshops specifically for international graduate students.? The Office of Disability Services and Programs provides certification for students with disabilities and helps arrange the relevant accommodations.? If an officially? declared emergency makes travel to campus infeasible, USC Emergency Information will provide safety and other updates, including ways in which instruction will be continued by means of blackboard, teleconferencing, and other technology.Introductory Week (It is highly recommended that students complete all of these activities)Monday Aug 1Tuesday Aug 2WednesdayAug 3ThursdayAug 4Friday Aug 5Introductory Student BiosIntroductory Student VideosIntroductory Student ResumesIntroductory ePortfolios5:00-6:00 pmPacific TimeMarshallTALK Training SessionMarshallTALK Training SessionMarshallTALK Training SessionMarshallTALK Training SessionNOTE: Students are required to attend at least one MarshallTALK training session and must have a webcam and headset/speakers. Online Week at a Glance (It is required that students complete all of these activities)Monday Aug 8TuesdayAug 9WednesdayAug 10ThursdayAug 11FridayAug 12SaturdayAug 13StrategyComm5:00-6:00 pm PacificTimeMarshallTALK Library Session (all students must attend)Residential Week at a Glance (It is required that students complete all of these activities)MondayAug 15TuesdayAug 16WednesdayAug 17Thursday Aug 18FridayAug 1908:00 BreakfastBreakfastBreakfastBreakfastBreakfast08:30Communication/ Strategy(PC1/JB1)Communication (PC2)Communication (PC 4)Communication (PC6)Team Practice in Bridge Hall ELC10:00BreakBreakBreakBreakBreak10:15Management/ Strategy (JB2)Communication (PC3)Communication (PC5)Communication (PC 7)Management, Strategy, CommunicationCase Presentations11:45LunchLunchLunchLunchLunch & Awards1:00Management/ Strategy(JB 3)Today Only1:00 pm session 1:00-2:15.Break-- 2:15-2-30.Management/ Strategy (JB 5)Management/ Strategy(JB 7)Communication (PC8)TBD2:30BreakBreakBreakBreak2:45Management/ Strategy(JB 4) Today only 2:30-3:00; resumes 3:00-4:15Dean Ellis to speak from 3:00-3:30 pmManagement/ Strategy(JB 6)Management/ Strategy(JB 8)Case Analysis Assignment (PC9/JB9)TBD4:15BreakBreakBreak4:30OMBA Campus Tour(can be any day from 9-5)TBDTBD &GSBA 501 Course EvalsTBD5:30Return to HotelSunday, August 145:30Check in6:00Welcome Reception with Opening RemarksMonday, August 1508:00Breakfast08:30:Course Introduction: Communication and Strategy; Blumenthal & Cardon 1Both professors will work with you in this first session to “kick off” the program. There is no preparation specific to this session, but you will need to have read all course materials posted on canvas, completed all online preparation, and read all materials in the course packs in advance of the on-campus residential.10:00Break10:15Role of the Manager and Key Concepts in Strategy; Blumenthal 2Preparation for “Role of the General Manager/ Key Concepts in Strategy” SessionsThe Guide to Article Analysis and Guide to Case Analysis appear as the first pages of the Manager/Strategy course pack. Use these as you read, and take notes based on the outlines provided. Your notes will not be collected, but will aid your reading and analysis, and serve as valuable reference for your contributions in class.There is a great deal of material to cover. For the readings, focus on key ideas, using the Guide to Article Analysis to assist you. For the cases, detailed advance preparation, based on the Guide to Case Analysis, and aided by discussion questions in the daily schedule of this syllabus, will be critical to your learning and ability to make meaningful contributions in class. In addition to advance preparation, you will need to review cases before each class. Topic: Role of the General ManagerIn our introductory sessions, we will discuss ideas from key readings in management and leadership. The fact that you have enrolled in this MBA program is evidence of your ambition to advance in your career. As your management responsibilities and authority expand, you will find yourself needing to figure out what part of the secrets of your past success will now hold you back and what new skills you will need. Our objective is to build on your current knowledge and experience and provide you with new concepts, frameworks, and approaches—with the goal of helping you become more effective managers and leaders. Required Readings:Collins, Level 5 Leadership: The Triumph of Humility and Fierce ResolveDrucker, What Makes an Effective ExecutiveGoleman, What Makes a Leader?George et al, Discovering Your Authentic LeadershipHill, Becoming the Boss Kotter, What Leaders Really DoPorter et al. Seven Surprises for CEOs 11:45Lunch1:00Role of the Manager and Key Concepts in Strategy; Blumenthal 3Topic: Role of the General Manager, cont.Required Case: NYPD NewThe NYPD New case describes the strategy and management processes implemented over a two year period by newly appointed Police Commissioner William Bratton and his executive team to combat New York City’s sky-rocketing crime rate. It is an example of strategic leadership in one of the most high profile and challenging venues in the world. After “picking off all the low hanging fruit” Bratton is faced with sustaining his initial success, and continuing to bring about further improvements while facing substantial budget cuts.Case Discussion Questions:1.What were the most critical challenges Bratton faced when he took the job at NYPD?2.What were Bratton’s most important decisions and/or actions to address those challenges and achieve results?3.What were the most important management processes that Bratton established at NYPD? What were they designed to do?4.What would you do when confronted with the challenges Bratton faced at the end of the case?5.What does the case tell you about the job of strategic leadership and general management?2:15Break2:30-3:00Role of the Manager and Key Concepts in Strategy; Blumenthal 43:30-4:15Topic: Key Concepts in StrategyIn this “bifurcated” session, we will present key ideas in strategy that will provide a valuable framework throughout your MBA. As managers, you already know a lot about strategy. Our goal is to help you become better strategic thinkers and leaders. Strategy is a deceptively simple subject – successful strategies are always “obvious” in retrospect and yet frustratingly difficult to develop consistently. Research indicates that 70 – 80% of strategic actions result in failure. We think you can beat those odds!Required Readings:Hambrick & Fredrickson, Are You Sure You Have A Strategy?Magretta, Why Business Models MatterPorter, What is Strategy?3:00-3:30Dean Ellis visit4:15Break4:30TBD5:30 Team Formation (Cardon)Tuesday, August 168:30Leadership Communication; Cardon 2Topic: Communication Styles in TeamsRequired Reading: None10:00Break10:15Leadership Communication; Cardon 3Topic: Managing Differences in TeamsRequired Reading: “How to Preempt Team Conflict” by Ginka Toegel; Jean-Louis Barsoux (Harvard Business Publishing Product #: R1606F-PDF-ENG).1:00 Role of the Manager and Key Concepts in Strategy; Blumenthal 5Topic: Key Concepts in Strategy, cont.Required Cases:Wal-Mart Stores Inc.Case Flash Forward, Wal-Mart Stores, Inc.In this session, we will study a company that you know very well. We will analyze Wal-Mart’s strategy evolution, its historic success, its global expansion, and its current challenges as a basis for looking at the range of issues in strategy. In particular, we will focus on understanding the issues that companies address as they create, sustain and renew sources of competitive advantage. Case Discussion Questions:Based on the case, identify Wal-Mart’s early strategy, and explain how and why it enabled Wal-Mart to be so successful in an industry with intense rivalry. What, historically, have been Wal-Mart's key sources of competitive advantage in discount retailing? How has Wal-Mart operated differently from its rivals?Consider the sustainability of Wal-Mart's competitive advantage in discount retailing? Is/where is Wal-Mart's advantage sustainable? Explain.How transferable are Wal-Mart’s advantages as the company moves into new formats and especially into new international locations?How should Wal-Mart respond to dollar stores and ’s superior performance in recent years?2:30Break2:45 Role of the Manager and Key Concepts in Strategy; Blumenthal 6Topic: Key Concepts in Strategy, Wal-Mart cont.4:15Break4:30OMBA Campus Tour Wednesday, August 178:30Leadership Communication; Cardon 4Topic: Business Presentations, Part 1Required Reading: HBR Guide to Persuasive Presentations, Chapter 1: “Audience”HBR Guide to Persuasive Presentations, Chapter 2: “Message”“Bigbelly” case by Mitchell Weiss and Christine Snively (Harvard Business Publishing Product #: 816005-PDF-ENG).10:00Break 10:15Leadership Communication; Cardon 5Topic: Business Presentations, Part 2Required Reading: HBR Guide to Persuasive Presentations, Chapter 3: “Story”HBR Guide to Persuasive Presentations, Chapter 4: “Media”HBR Guide to Persuasive Presentations, Chapter 5: “Slides”Time Warner Annual Report (sections you’ll read TBA)Warner Brothers Entertainment Group website: Guide to Persuasive Presentations, Chapter 3: “Story”HBR Guide to Persuasive Presentations, Chapter 4: “Media”HBR Guide to Persuasive Presentations, Chapter 5: “Slides”“Apple Inc.” by Frank T. Rothaermel and David R. King (Harvard Business Publishing Product #:MH0027-PDF-ENG)1:00Role of the Manager and Key Concepts in Strategy; Blumenthal 7Topic: Aligning the Organization to Achieve Strategic ObjectivesOur discussions today will allow us to build on lessons from previous sessions and introduce useful new concepts. We will focus on alignment of the organization with external environments, as well as “fit” among the various elements of the internal organization—to achieve both external and internal coherence. Organizations must continually be realigned in the face of change. You need to learn how to assemble an organization from the ground up, and then adapt it to inevitable change. There are an almost infinite number of important tradeoffs that you will need to learn to make. In the end you need to know how to “organize” effectively and efficiently to deliver results.In our sessions on organizational alignment, we will consider two successful companies that are dramatically different in terms of strategy and organization. We will examine their strategy/organization alignments, and ask whether their configurations are likely to be successful over time.Required Readings:Note on Organizational StructureGreiner, Evolution and Revolution as Organizations GrowHall, Incentives Within OrganizationsKotter, Leading Change: Why Transformation Efforts FailRequired Case:Lincoln ElectricThe Lincoln Electric Company is the world largest supplier of arc welding machines and supplies and it has a market share that exceeds 40%. Especially interesting about this company is its organization of productive effort and unique way of motivating employees. In this session we will examine the Lincoln Electric organization as it relates to its strategy.Case Discussion Questions:How would you describe Lincoln’s approach to the organization and motivation of employees?What role do you think this approach has played in Lincoln’s performance over the last 25 years? Have any other factors been more important?What factors will be critical to Lincoln’s continued success?What recommendations would you make to Mr. Willis?Which aspects of the Lincoln system could be effectively applied elsewhere? Why don’t more companies operate like Lincoln? Explain.Would you like to work in an environment like that at Lincoln Electric?What do you think are the weaknesses in the Lincoln system?2:30Break2:45Role of the Manager and Key Concepts in Strategy; Blumenthal 8Topic: Aligning the Organization to Achieve Strategic Objectives, cont.Required Case: PatagoniaThe Patagonia case will provide an opportunity for us to consider a very different and unique business model, assess its sustainability, and evaluate the company’s innovative ways of competing and organizing. Patagonia produces high-quality environmentally friendly garments that command significant price premiums. Its mission motivates it to donate to environmental causes, reduce the impact of its own production, and share its practices with other companies, in effect giving away some of its competitive advantage. Its organizational design could not be more different from that of Lincoln Electric. Yet, like Lincoln Electric, Patagonia’s organization is aligned with its strategy, and its internal elements are congruent with one another. And like Lincoln Electric, this company has also been very successful.In spring 2010, Patagonia was in the process of implementing a new, radical environmental initiative called "Product Lifecycle Initiative" (PLI). We will examine the Patagonia model and consider its sustainability for the company’s future. Case Discussion Questions:Evaluate Patagonia's strategy.How important to Patagonia's strategy is its environmental position?What is your assessment of the Product Lifecycle Initiative (reduce, repair, reuse, and recycle)?How fast can Patagonia grow? How fast should it grow?How would Patagonia's strategy differ if the company were publicly held?4:15Break4:30TBD Thursday, August 188:30Leadership Communication; Cardon 6Topic: Business Presentations, Part 3Required Reading: HBR Guide to Persuasive Presentations, Chapter 6: “Delivery”HBR Guide to Persuasive Presentations, Chapter 7: “Impact”“Learning Charisma” by John Antonakis, Marika Fenley, and Sue Liechti (Harvard Business Publishing Product #: R1206K-PDF-ENG).“The Art of Evangelism” by Guy Kawasaki (Harvard Business Publishing Product #: R1505J-PDF-ENG).10:00Break 10:15Leadership Communication; Cardon 7Topic: Performing in TeamsRequired Reading: “In the Company of Givers and Takers” by Adam Grant (Harvard Business Publishing Product #: R1304G-PDF-ENG). “What Google Learned from its Quest to Build the Perfect Team” by Charles Duhigg in the New York Times Magazine (February 15, 2016) “The New Science of Building Great Teams” by Alex "Sandy" Pentland (Harvard Business Publishing Product #: R1204C-PDF-ENG).“Forming the Team: The Crew and Its Charter” by HBS Press (Harvard Business Publishing Product #: 6969BC-PDF-ENG).1:00Leadership Communication; Cardon 8Topic: The Role of Technology in Collaborative Work EnvironmentsRequired Readings:“The Key to Social Media Success within Organizations” by Quy Huy and Andrew Shipilov (Harvard Business Publishing Product #: SMR429-PDF-ENG).“Managing Crowds in Innovation Challenges” by Arvind Malhotra and Ann Majchrzak (Harvard Business Publishing Product #: CMR576-PDF-ENG).“Collaborating Online Is Sometimes Better Than Face-To-Face” by Alexandra Samuel (Harvard Business Publishing Product #: H01Z56-PDF-ENG).2:45Management, Strategy & Communication Session; Blumenthal & Cardon 9Case Analysis Assignment4:15Break4:30TBD & GSBA 501 Course Evaluations Friday, August 1908:00Breakfast08:30Team Practice 10:00Break10:15Management, Strategy, & Communications: Case Presentations and Judglng11:45Lunch & Awards1:00Field Trip5:30Return to Hotel ................
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