1st Term MBA-2016 LEADERSHIP COURSE OUTLINE 1. Introduction All students arrive to the MBA program after several years of challenging work experience. In most cases, however, this experience is based on individual performance, or working in small teams, and managing only few direct reports. This course will help students develop an understanding of the increasing complexity of leading and managing people at different levels of the organization. By relying on theoretical, empirical, and practical frameworks, this class will provide the tools necessary for students to make meaningful contributions as leaders of people, teams, and organizations. The course is designed to address several fundamental aspects of managing and leading people in organizations. These include understanding human behavior and work motivation, inspiring trust and commitment, managing interpersonal relationships and conflict, working in teams, developing talent, and fostering a sense of mission in the organization. 2. Objectives This course intends to achieve three main objectives: Doing things through people: A greater understanding of what basic motives drive people s behavior, and how we can influence those motives. Effective and meaningful interpersonal relationships: A greater appreciation of how to foster effective and meaningful interpersonal relationships in the workplace. This requires understanding effective and ineffective uses of power and influence, and learning how to address conflict. We will also focus on how to develop talent and foster effective teamwork and how to promote organizational cultures aligned with the company s mission. Global business environment: A greater understanding of how to develop and lead people in a global business environment. We will work with cases from multiple continents and diverse cultural contexts with the aim of developing students' ability to identify, adapt to, and prosper in different organizational contexts. 1
3. Learning Outcomes Understand key responsibilities of leadership Broaden toolkit for motivating people beyond financial incentives Be able to build and exercise power and influence at both personal and positional levels Analyze and address root causes of conflict from rational and emotional perspectives Build and lead teams with diverse backgrounds Know how to develop and coach people so as to achieve excellent outcomes Understand how to cultivate organizational culture that is aligned with vision and strategy 4. Competences General competences: Fostering vision and employee engagement Motivating people Conflict resolution Communication and feedback Building effective teams Specific competences: Develop a view of leadership with vision and mission, that not only focuses on achieving result but also on creating positive impacts on people and society. Understand key skills to motivate and influence people to reach common goals, through developing individuals and teams and adequately defining the culture and structure of organization. 5. Content The course is divided in six modules: 1. Motivation. We explore individual motivation and the three basic types of motives: extrinsic, intrinsic, and transcendent. 2. Power and influence. We focus on three levers of effective people management: power (use and misuse), authority ( auctoritas," in the Latin etymology), and trust. 3. Conflict management. We focus this module on managing expectations, negotiating over scarce resources, understanding the emotional side of conflict, and healing broken relationships. 2
4. Talent development. We devote this module to understanding the skills of the manager to develop his people. These coaching skills include giving and receiving feedback, observing, assessing competencies, and facilitating development by designing work experiences. 5. Teams. We focus on managing teams effectively in organizations, including in global and cross-cultural business contexts. 6. Culture. We explore how to foster and manage a specific organizational culture. All the topics discussed previously happen in specific organizational contexts, and such contexts can cast strong influence on how people perceive and interpret a situation. 6. Methodology The course is based on the case method, and it will include also classroom exercises, and lectures. At the end of each case there will be a wrap-up with the main learning points. Course requirements include a team assignment and a final exam. 7. Evaluation Your final grade for the course will be based on three criteria: 40% Class participation 20% Team project 40% Final exam The link between course evaluation and course objectives is described below: Doing things through people. Team meetings and the video team project constitute the lab for the concepts developed in class about leadership, motivation, conflict, power, culture, etc. Students are encouraged to reflect on their team performance and processes. Performance in class participation and the final exam likely reflects the quality of team discussion in their small groups. It is almost impossible to do well in class without doing things through people. Effective and meaningful interpersonal relationships. Class content includes interpersonal relationships in the workplace, especially sections on power and influence, conflict management, talent development, and teams. Class participation should reflect the extent to which students have learned this material. More importantly, their own experience on teamwork and team meetings provides an excellent opportunity to reflect on how to foster effective interpersonal relationships. Team project performance should reveal the extent of student learning on this front. Global business environment. Class content includes exploring diverse cultural contexts and students participation should reflect the extent to which they have learned this material. But students are likely to learn the most about global 3
environments from their own experience working closely under pressure with very culturally-diverse teams. The team grade should reflect student learning on this front. 8. Course Outline 1 Introduction Hausser Foods 2 Motivation Sybila (A) 3 Motivation José Bové (A) 4 Motivation Frank Nash 5 Motivation Lecture 6 Power & Influence Helena Helsen 7 Power & Influence Bob Knowlton (I) 8 Power & Influence Gustavo Torres 9 Conflict Management Jeffrey Smith 10 Conflict Management In the Shadow of the City 11 Conflict Management Exercise 12 Talent Development Rob Parson 13 Talent Development Banco Azucarero 14 Talent Development Exercise 15 Teams Rudi Gassner (A) 16 Teams Sun Microsystems 17 Culture Bridgewater 18 Culture Victorinox 19 Conclusion Reflection on Teamwork 20 Conclusion Team Project Presentation 21 Conclusion Final Lecture 9. Readings Please read the following materials, which may provide you with useful frameworks and tools to analyze the challenges presented in the cases. 1. DPON-10-E Basics in work motivation 2. DPON-12-E Trust in boss-subordinate relationships 3. DPON-53-E Managing conflicts 4. FHN-345-E Coaching in the development of professional competencies 5. R0611D-PDF-ENG Managing multicultural team 6. OP-03/11-E Management by missions 7. FHN-216-E Business or enterprise? Different approaches to the management of people in organizations 4
10. Bibliography 1. Motivation and influence Work Motivation. Gary P. Latham. Sage, 2007. Rewarding Excellence. Edward E. Lawler III. Ed. Jossey-Bass, 2000. Working with Emotional Intelligence. Daniel Goleman. Ed. Bantam Books, 1998. Managing with Power. Jeffrey Pfeffer. Ed. Harvard Business School Press, 1994. 2. Competencies and coaching How to Develop Competencies. Pablo Cardona and Pilar García. Ed. EUNSA, 2005. Effective Coaching. Marshall J. Cook. Ed. McGraw-Hill, 1999. Building Robust Competencies. Paul C. Green. Ed. Jossey-Bass, 1999. The 7 habits of Highly Effective People. Stephen R. Covey. Ed. Simon & Shuster, 1989. 3. The Nature of (2 nd Edition). David V. Day and John Antonakis. Sage, 2012. Handbook of : Theory and Practice. Nitin Hohria and Rakesh Khurana. Havard Business Press, 2010. Global. Mark E. Mendenhall, Joyce Osland, Allan Bird, Gary R. Oddou, and Martha Maznevski. Routledge, 2008. Stewardship. Peter Block. Ed. Berrett-Koehler, Publishers, 1996. The Challenge. James M. Kouzes and Barry Z. Posner. Ed. Jossey-Bass, 1995. 4. Leading organizations Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage. Scott Keller and Colin Price. Wiley, 2011. Management by Missions. Pablo Cardona and Carlos Rey. Palgrave Macmillan, 2008. Good to Great. James C Collins. HarperCollins Publishers Inc, 2001. The Human Equation. Jeffrey Pfeffer. Ed. Harvard Business School Press, 1998. The Individualized Corporation. Sumantra Ghoshal and Christopher A. Bartlett. Ed. Harper Business, 1997. 5. Textbooks on Organizational Behavior Organizational Behavior (2 nd European ed). Robert Kreitner, Angelo Kinicki, and Marc Buelens. Ed. McGraw-Hill, 2002. 5
A primer on Organizational Behavior (4 th ed). James L. Bowditch and Anthony F. Buono. Ed. John Wiley & Sons, 1997. Classic Readings in Organizational Behavior (2 nd ed). J. Steven Ott. Ed. Harcourt Brace College Publishers, 1996. Classics of Organization Theory (3 rd ed.). Jay M. Shafritz and J. Steven Ott. Ed. Wadsworth Publishing Company, 1992. 6