GSBA 501 - University of Southern California



GSBA 501 The Role of the Manager Role of the ManagerKey Concepts in StrategyLeadership CommunicationFall 2015Online Preparation: August 10-14, 2015On-Campus Intensive: August 17, 2015 –21, 20153 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 two group presentations/competitions: a report of research findings and a case challenge.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 17, 2015.All students must bring a laptop to the on-campus intensive. GradesThe course grade is based on participation, quizzes, and two team presentations. In order to earn full participation points, 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. With the exception of the team projects (group presentations), all work is to be completed independently. PointsPercent of Total GradeStrategy40040%Participation15015%Quizzes 25025%Communication40040%Participation15015%Quizzes25025%Presentations 20020%Research Findings10010%Case Challenge10010%TOTAL 1000100%Grading PolicyThe grade for this course is based 40% on management and strategy content and 40% on leadership communication content, with the remaining 20% based on the two group presentations, 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.Residential Week at a GlanceMondayAug 17TuesdayAug 18WednesdayAug 19Thursday Aug 20 FridayAug 21 08:00 BreakfastBreakfastBreakfastBreakfastBreakfast08:30Management/ Strategy(JB1)Management/ Strategy(JB 3)Management/ Strategy (JB 5)LeadershipCommunication (PC 7)Team Practice in Bridge Hall ELC10:00BreakBreakBreakBreakBreak10:15Management/ Strategy (JB2)Management/ Strategy(JB 4)Management/ Strategy(JB 6)Management/ Strategy (JB 7)Management, Strategy, CommunicationCase Challenge Presentations11:45LunchLunchLunchLunchLunch & Awards1:00LeadershipCommunication (PC1)LeadershipCommunication (PC 3)LeadershipCommunication (PC 5)Management, Strategy, CommunicationLibrary Research Presentations(JB & PC 8a)Studio Tour2:30BreakBreakBreakBreak2:45LeadershipCommunication (PC2)LeadershipCommunication (PC 4)LeadershipCommunication (PC 6)Management, Strategy, CommunicationPreparation for Case Challenge (JB & PC 8b)Studio Tour4:15BreakBreakBreakBreak4:30ELC “Brand You” exercise (PC)OMBA Program Q & A(staff)Library Research Skills with Kim Esser (laptops required)Team “Challenge” exercise(PC)Studio Tour5:30Team FormationTeam WorkTeam WorkTeam WorkReturn to HotelSunday, August 165:30Check in6:00Kick off Dinner with Opening RemarksMonday, August 1708:00Breakfast08:30Role of the Manager and Key Concepts in Strategy; Blumenthal 1Preparation for “Role of the General Manager/ Key Concepts in Strategy” SessionsYou will need to have read all materials in the course pack in advance of the on-campus residential course. (There will be evening activities including preparation for group presentations during the residential, so time will be very limited.) The 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 want to review cases before each class. Topic: Role of the General ManagerIn our introductory sessions (sessions 1 and 2), 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:Bennis, Becoming a Leader: The Final ChallengeDrucker, 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 10:00Break10:15Role of the Manager and Key Concepts in Strategy; Blumenthal 2Topic: 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?11:45Lunch1:00Leadership Communication Session 1 – Professor CardonTopic: Business Presentations, Part 1Required Reading: HBR Guide to Persuasive Presentations, Chapter 1: “Audience”HBR Guide to Persuasive Presentations, Chapter 2: “Message”2:30Break2:45Leadership Communication Session 2 – Professor CardonTopic: Business Presentations, Part 2Required Reading: HBR Guide to Persuasive Presentations, Chapter 3: “Story”HBR Guide to Persuasive Presentations, Chapter 4: “Media”“Brand You” by Tom Peters4:15Break4:30ELC “Brand You” Exercise5:30Team FormationTuesday, August 1808:00Breakfast08:30Role of the Manager and Key Concepts in Strategy; Blumenthal 3Topic: Key Concepts in StrategyIn this 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:Collins & Porras, Build Your Company’s Vision Collis & Rukstad, Can you say what your strategy is? Hambrick & Fredrickson, Are you sure you have a strategy?Magretta, Why Business Models MatterPorter, What is Strategy?10:00Break10:15Role of the Manager and Key Concepts in Strategy; Blumenthal 4Topic: Key Concepts in Strategy, cont.Required Cases:Wal-Mart Stores Inc.Wal-Mart Update, 2011In 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?11:45Lunch1:00Leadership Communication Session 3 – Professor CardonTopic: Communication Styles in TeamsRequired Reading: “Are You a Collaborative Leader?” by Herminia Ibarra and Morten T. Hansen (Harvard Business Publishing Product #: R1107D-PDF-ENG)2:30Break2:45Leadership Communication Session 4 – Professor CardonTopic: Managing Differences in TeamsRequired Reading: “Building a Collaborative Enterprise” by Paul Adler et al. (Harvard Business Publishing Product #: R1107G-PDF-ENG)4:15Break4:30OMBA Program Q & A5:30TeamworkWednesday, August 1908:00Breakfast08:30Role of the Manager and Key Concepts in Strategy; Blumenthal 5Topic: 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 the sessions today 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:Hall, Incentives Within Organizations Herzberg, One more time, How do you motivate employeesNote on Organizational StructureKaplan & Norton, Using the Balanced Scorecard…Rogers & Blenko, Who Has the D?Required 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?10:00Break10:15Role of the Manager and Key Concepts in Strategy; Blumenthal 6Topic: 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?11:45Lunch1:00Leadership Communication Session 5 – Professor CardonTopic: Fostering Collaboration and Communication in the Enterprise, Part 1Required Reading: “Harnessing Your Staff's Informal Networks” by Richard McDermott and Douglas Archibald (Harvard Business Publishing Product #: R1003F-PDF-ENG)“Balancing ‘We’ and ‘Me’,” by Christine Congdon, Donna Flynn, and Melanie Redman, Harvard Business Review, October 2014. (Harvard Business Publishing Product #: R1410C-PDF-ENG)HBR Guide to Persuasive Presentations, Chapter 5: “Slides”2:30Break2:45Leadership Communication Session 6 – Professor CardonTopic: Fostering Collaboration and Communication in the Enterprise, Part 2Required Reading: HBR Guide to Persuasive Presentations, Chapter 6: “Delivery”HBR Guide to Persuasive Presentations, Chapter 7: “Impact”Intrapreneurship at Alcatel-Lucent, Ivey Publishing (Harvard Business Publishing Product #: W14642-PDF-ENG)4:15Break4:30Library Research Skills Kim Esser(Laptops Required)5:30TeamworkThursday, August 2008:00Breakfast08:30Leadership Communication Session 7 – Professor CardonTopic: 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)Electrolux AB: Managing Innovation, Ivey Publishing (Harvard Business Publishing Product #: W14500-PDF-ENG)Disney annual report. of the Manager and Key Concepts in Strategy; Blumenthal 7Topic: The Manager as Change AgentRequired Readings:Greiner, Evolution and Revolution as Organizations GrowKotter, Leading Change: Why Transformation Efforts FailWessel & Christensen, Surviving Disruption In this session, we will consider strategy and organization under conditions of both industry change and evolution of organizational lifecycle. We will see how strategies and organizational approaches that were once effective can become straightjackets and obstacles to responsiveness as conditions evolve. All market positions and organizational arrangements, no matter how effective, risk becoming weaknesses. Learning to assess the implications of change and act early and appropriately are essential ingredients for success. Required Case:IBM Decade of Transformation: Turnaround to GrowthThe IBM Decade of Transformation case provides an opportunity for us to understand the challenges that large, established firms encounter when faced with the need to radically change their business models and build new capabilities for sustained innovation. We will see how difficult change can be and examine how Lou Gerstner overcame major hurdles to achieve a remarkable turnaround. Case Discussion Questions:What factors led to IBM’s success during the 1960s and 1970s and its problems during the late 1980s and early 1990s?What did Gerstner do when he assumed the role of CEO in April 1993? Evaluate Gerstner’s approach to crisis management. How well did he perform as a turnaround manager? What challenges did he face as he attempted to position the company for growth?Why do large established companies, like IBM, find it so difficult to build successful and sustainable new businesses?Evaluate IBM’s approach to leading mature, high growth, and emerging business opportunities. What are the organization design and leadership models required to manage each type of business? How should a company like IBM manage the innovation process?What challenges did Sam Palmisano face as he assumed control of IBM in March 2002? Can a company like IBM be organized for both innovation and efficient operation—can it be both “big” and “small”? What advice would you give Palmisano at the end of the case?11:45Lunch1:00Management, Strategy & Communication Session 8a – Blumenthal & CardonTopic: Library Research Presentations by Student Teams2:30Break2:45Management, Strategy & Communication Session 8b – Blumenthal & CardonTopic: Preparation for Live Case Challenge4:15Break4:30Management, Strategy & Communication Special Session – Faculty and GuestsTopic: Live Case Challenge Exercise5:30TeamworkFriday, August 2108:00Breakfast08:30Team Practice in Bridge Hall ELC10:00Break10:15Topic: Live Case Challenge Presentations by Student Teams11:45Lunch & Awards1:00Studio Tour5:30Return to Hotel ................
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