MANAGING PEOPLE

MANA 60033

Fall, 2000

BOOKS

1.     Kotter, J.P. & Heskett, J.L. Corporate Culture and Performance, Free Press, 1992.

2.     Freiberg, K. & Freiberg, J. NUTS! Southwest Airlines’ Crazy Recipe for Business and Personal Success, Bard Press, 1996.

3.     MANA 6033 Reading Packet (under name of PETERS), available at AccuGraphics on Berry Street.

PURPOSE

This course is designed to give the student an introduction to the field of management and organizational behavior, with an emphasis on those issues underlying organizational effectiveness. As such, we will cover topics such as the nature of the business challenge posed by today's business environment, traditional forms of organizational design and management, and the newer forms of organization and management that help to meet these challenges, corporate culture, perceptual and sense making models of people, work motivation, teams, leadership, organizational change, and related topics. Since each of these topics can constitute a course in itself, the coverage will not be in great depth. Rather, the intent is to introduce each topic and familiarize the student with current theory, available research evidence, and its application in organizational settings.

COURSE This course will be of the lecture and discussion variety. I hope for, and

STRUCTURE encourage, class discussion. Class sessions will not necessarily coincide with assigned readings. Therefore, it is to your advantage to attend class regularly. Should you miss class, get class notes from a fellow student. It is not my policy to give out my lecture notes!

EXAM Only one exam will be administered. It will cover all class material, guest speakers and reading assignments. The exam is worth 100 possible points and may include essay and short case analysis formats.

We will be covering a great deal of material in this class. As a result, I will distribute a series of questions one week prior to the exam and will draw all but one exam question from this pool – the remaining item will reflect a case analysis that reflects material from throughout the entire course. This exam will be closed-book/closed-notes.

POLICY ON Make-up exams will be given only in cases of emergency when the student has

MAKE-UP a valid excuse and when I have been notified before the exam has been

EXAMS administered. In cases of illness or a need to leave campus unexpectedly, please call or have someone call for you -- If I'm not in, leave a message on my answering machine, to include a number where you can be reached. If I have not been contacted before the beginning of the regularly scheduled exam, the student will not be allowed to make up the exam and will receive an F as a grade on that exam. Make-up exams will be primarily essay and problem solving and tend to be much more difficult than the regularly scheduled exams.

OUTSIDE From time to time I will arrange for executives/consultants to speak to our

SPEAKERS class. These persons will are invited to share their perspective and experience and for you to have the chance to ask questions that relate to the material we cover in class and in readings. To date, the following persons have agreed to speak to our class:

REFLECTION You will turn in five (5) short papers (no more than two pages each, single spaced

PAPERS with one-inch margins) in which you will respond to a series of short questions

from readings and class discussion. I do NOT expect you to simply tell me

what you’ve read. Papers are to be your interpretation and understanding of

that material and your views fits applicability to your own company.

Questions will be distributed in class for each major topic area. They will also be

posted on my web page if you were to miss class that evening. Assignments are

due at the beginning of following class period. Feel free to send them by email;

be sure you are not sending me a virus!

Each paper will be worth 5 possible points. Grades will reflect thoughtfulness,

thoroughness, and the clarity of writing.

SEMESTER Students will work on a semester group project in groups of no more than five

PROJECT persons. This project requires you to pull together your collective understanding of the key factors that contribute to the long-term viability and prosperity of Southwest Airlines. SWA appears to be a great model of organizational effectiveness. I want you to distill your explanation regarding why this is true. To do so, respond to the following 11 bullet points:

1. What evidence suggests that SWA is the model for organizational effectiveness (at least, in their industry)?

2. What would you guess their culture profile is on the OCAI? Does this fit with your understanding of the company? Explain.

3. Is the company organized and run (structure, systems, processes, practices) in a way that supports or fights the culture? Explain.

4. What are SWA’s major strengths? …Major weaknesses?

5. How did their start-up contribute to their current success?

6. In what way is Herb Kelleher more like a high priest than the stereotypic CEO?

7. As you look into the future of their industry, what challenges do you see that will need to be addressed by all airlines? How effective will SWA be in meeting those challenges? Explain your answer.

8. As you look at your own companies, what stands out as most surprising about SWA?

9. If your collective companies were to hire Herb Kelleher as its next President/CEO, what would happen?

10. What critical questions about SWA are left unanswered for you?

11. Closing remarks/points you want to make re: SWA.

MANA 60033 FALL, 2000

 

 

The product of your thinking will be a short report (no more than eight pages,

single spaced with one-inch margins). Team project reports are due no later

Note: You can choose your own project group – you can work together in groups of up to 5 people. You must be prepared and willing to allocate out-of-class time to make this partnership effective. I will expect you to work cooperatively and to self-manage your team’s efforts effectively. There should be no more than two persons from the same company on any project team.

INDIVIDUAL This paper has three parts:

1. I want you to put yourself in your own future, say five years from now. Imagine you are working for a company that will be the next SWA – the new poster child for organizational effectiveness in the year 2005. Considering what we’ve learned about truly effective organizations, identify what you believe to be the three most critical personal capabilities that people will need to be successful on their jobs. Be sure to explain why you choose each. I’m not asking you for what degrees or certifications you might need or particular knowledge domains that you think must master. Rather, what soft skills and behavior patterns do you believe will be expected of people to be fully capable of making an impact in this world …, and, by extension, will give those who do so a leg-up in their careers?

2. In this part of your paper, I want you to be introspective … and honest! How do you currently stack up in terms of these three personal capabilities? Are they towering strengths? …Are you competent in each of them? …Do you need improvement?

3. What do you plan to do in order to meet your future head-on? What courses, training programs, readings, mentoring, job assignments, volunteer efforts, … will you undertake to help insure you add value to your organization and to your career success?

The product of your thinking will be a paper of no more than 10 pages (single

spaced with one-inch margins). This paper is worth 10 possible points. Grades

will reflect thoughtfulness, thoroughness, and the clarity of writing. Papers are

due no later than November xxth

ATTENDANCE You are expected to attend all class session and to participate in class discussions. Students who abuse this policy can be expected to be penalized on their final course grade.

 

DISABILITY If you require accommodations for a disability under the Americans With Disabilities Act, please contact the Coordinator of Academic Services for Students with Disabilities. Contact Jennifer Lowrance at the Student Disabilities Office in the Rickel Building (Room 106). Her phone number is 257-7486.

ACADEMIC Students are expected to act in accordance to the new MBA honor code. All

HONESTY University and School of Business policies on academic honesty will be strictly

MANA 60033 FALL, 2000

enforced. The usual consequences of academic dishonesty are (a) failure in the

course and (b) referral of the case to the Dean of the School of Business for disciplinary action.

COURSE Final grades in this course will be assigned based on TOTAL course points.

EVALUA- Points will be assigned as follows:

Final Exam 120 points

Reflection Papers 25 points

Semester Project 30 points

Individual Paper 10 points

185 points

MANA 60033 FALL, 2000

Barker, J.A. Future Edge: Discovering the New Paradigms of Success. William Morrow &

Company, 1992, Chs. 3 & 4 (pp. 30-54)

Collins, J.C., Built to Last: Successful Habits of Visionary Companies. New York, NY:

& Porras, J.I. HarperBusiness, 1994, Chs. 1-3.

Davenport, T.H. Process Innovation: Reengineering Work Through Information Technology. Harvard Business School Press, 1993, Ch. 1

Katzenbach, J.R., The Wisdom of Teams, HarperCollins, 1993, Chs. 1, 2, 3, 5 (pp. 87-95) & 6..

& Smith, D.K.

Kearnes, D.T. Prophets in the Dark: How Xerox Reinvented Itself and Beat the Japanese.

& Nadler, D.A. HarperBusiness, 1992, pp. 237-245, 274-277

Kotter, J.P. The Leadership Factor. The Free Press, 1988, Ch. 1.

Kotter, J.P. What Leaders Really Do. Harvard Business Review, 1990 (May-June, pp. 103-111).

Lawler, E.E. The Ultimate Advantage: Creating the High-Involvement Organization. Jossey-Bass, 1992, Chs. 2, 3, 4, 7 (pp. 156-171) & Ch. 8.

Pfeffer, J. Title …. Ch 6 (p. 161-167, 174-180),

Quinn, R. & Title, …. , Ch. 1 (p.1-13), 3 (p.28-40)

Cammeron, K.

Reichheld, F.F. The Loyalty Effect: The Hidden Force Behind Growth, Profits, and Lasting Value.

1996, Harvard Business School Press, Ch. 1.

Robbins, S. Essentials of Organizational Behavior. Prentice Hall, 1997, Ch. 13.

Senge, P. The Fifth Discipline: The Art and Practice of the Learning Organization,

Doubleday, 1990, pps. 174-181

Womack, J., The Machine That Changed the World, New York: Rawson Associates, 1990,

Jones, D., Chs. 2 & 3

& Roos, D.

 

* This reading packet is available at AccuGraphics, on South University Drive.

MANA 60033 FALL, 2000

TENTATIVE SEMESTER SCHEDULE

8/28 *INTRODUCTION NUTS! -- Chs. 1 - 4

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9/4 *LABOR DAY – no class

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9/11 *THE CHANGING BUSINESS ENVIRONMENT Kotter (‘88) -- Ch. 1

& TODAY'S BUSINESS CHALLENGE Robbins -- Chs. 13 (cut back somewhat…)

*TRADITIONAL ORGANIZATIONAL Womack, Jones & Roos (1990) -- Ch. 2

DESIGNS

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9/18 *TRADITIONAL DESIGNS (Con’t) Collins & Porras -- Chs. 1 & 2

*NEWER FORMS OF ORG. DESIGNS Lawler -- Ch 2 & 3

Womack, Jones & Roos (1990) -- Ch. 3

------------------------------------------------------------------------------------------------------------------------------- 9/25 *TOTAL QUALITY MANAGEMENT Kearnes & Nadler (1992) -- pp. 237-245

and pp. 274-277 (PULL ONE PIECE)

*BUSINESS PROCESS REENGINEERING Davenport (1993) --- Ch. 1

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10/2 *BPR (Con’t)

*CORPORATE CULTURE Kotter & Heskett -- Ch. 1

Collins & Porras -- Ch. 3

Quinn & Camaron …..???

NUTS! -- Ch’s 5, 7-11

------------------------------------------------------------------------------------------------------------------------------- 10/9 *CORPORATE CULTURE (Con’t)

* SPEAKER: Ms. Cindy Mahan, Store

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10/11 *CULTURE AND ORGANIZATIONAL Kotter & Heskett -- Chs. 2 - 6

PERFORMANCE

*BALANCED STAKEHOLDER Reichheld – Ch. 1

PERSPECTIVE NUTS! – Ch. 12, 19-20

------------------------------------------------------------------------------------------------------------------------------- 10/16

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10/23

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10/30 *PEOPLE IN ORGANIZATIONS Barker (1992) -- Chs. 3 – 4

Senge (1990) -- pp. 174-181

NUTS! – Ch. 6

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11/6 *PEOPLE (CON'T) Lawler -- Ch. 4

*WORK MOTIVATION

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MANA 6033 FALL, 1999

MANA 60033 FALL, 2000

 

TENTATIVE SEMESTER SCHEDULE (con’t)

11/13 *MOTIVATION (CON'T)

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11/20 *REWARD SYSTEMS Lawler -- Ch. 7 (pp. 157-171) & Ch. 8

NUTS! – Chs. 13 - 15

*INDIVIDUAL SEMESTER PROJECT REPORTS DUE

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11/27 *WORK TEAMS Katzenbach & Smith -- Chs. 1, 2, 3, 5 (pp. 87-

95) and 6

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12/4 *WORK TEAMS (CON'T) Kotter (1990)

*LEADERSHIP Kotter & Heskett -- Chs. 7, 8, & 11

NUTS! – Chs. 21-23

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12/11 FINAL EXAM

NOTE 1: You are responsible for all course material (lectures, speakers & all assigned readings).

NOTE 2: Final team project reports are due no later than November 8th; individual reports