COURSE #:

COURSE #: pre-term 430	SECTION: 61,63	COURSE NAME: Leadership in Organizations
INSTRUCTOR: Brian Uzzi
CASEPACK (YES or NO?): Yes
FIRST ASSIGNMENT: I am looking forward to our first day together on September 11. On this day we will begin the class on Leadership in Organizations by considering how to create high-performing organizations that take into account ethical considerations. The press has recently provided many recent examples of how leaders can be ruined when their ethics are called into question. We will discuss recent examples such as Enron, Worldcom, and others as we explore the challenge of leading in an ethical way. In order to prepare for this discussion, please complete the following assignment: Read: Competitive Advantage Through People by Pfeffer Read and analyze case: "Why should my conscience bother me?" Case discussion questions: What unethical behavior takes place in this case and why? Who is to blame for the unethical behavior? What could Lawson have done differently to prevent the production of a flawed brake? Would you blow the whistle on unethical behavior and how would you do this? How can management promote ethical behavior?
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COURSE #: pre-term 430	SECTION: 62,64	COURSE NAME: Leadership in Organizations
INSTRUCTOR: Victoria Husted-Medvec
CASEPACK (YES or NO?): Yes
FIRST ASSIGNMENT: I am looking forward to our first day together on September 11. On this day we will begin the class on Leadership in Organizations by considering how to create high-performing organizations that take into account ethical considerations. The press has recently provided many recent examples of how leaders can be ruined when their ethics are called into question. We will discuss recent examples such as Enron, Worldcom, and others as we explore the challenge of leading in an ethical way. In order to prepare for this discussion, please complete the following assignment: Read: Competitive Advantage Through People by Pfeffer Read and analyze case: "Why should my conscience bother me?" Case discussion questions: What unethical behavior takes place in this case and why? Who is to blame for the unethical behavior? What could Lawson have done differently to prevent the production of a flawed brake? Would you blow the whistle on unethical behavior and how would you do this? How can management promote ethical behavior?
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COURSE #: pre-term 430	SECTION: 65,67	COURSE NAME: Leadership in Organizations
INSTRUCTOR: Ranjay Gulati
CASEPACK (YES or NO?): YES
FIRST ASSIGNMENT: I am looking forward to our first class together. We will begin the class on Leadership in Organizations by considering how to create high-performing organizations that can achieve and sustain a competitive advantage while taking into account ethical considerations. In order to prepare for this discussion, please complete the following assignment: On Competitive Advantage: What are three characteristics of companies with a sustainable advantage? Which do you think is most important of the three? What is the main argument in Pfeffer’s article? On Southwest Airlines Case: What are key management practices at Southwest? How does Southwest create a competitive advantage? How does Southwest Airlines create, convert and capture value? How do they create value for the employees? On Goodrich Case: Why is this purchase order so important? Why was LTV impressed with the bid besides how low it was? Preliminary tests indicated the problem with the brake was in the design – it was too small. What are the implications for Goodrich? In the end what were the consequences for Goodrich and its silent employees? What could Vandivier or Lawson have done differently?
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COURSE #: pre-term 430	SECTION: 66,68	COURSE NAME: Leadership in Organizations
INSTRUCTOR: Adam Galinsky
CASEPACK (YES or NO?): Yes
FIRST ASSIGNMENT: I am looking forward to our first class together. We will begin the class on Leadership in Organizations by considering how to create high-performing organizations that can achieve and sustain a competitive advantage while taking into account ethical considerations. In order to prepare for this discussion, please complete the following assignment: Read: Competitive Advantage Through People by Pfeffer Southwest Airlines "Why Should My Conscience Bother Me?" To help guide you in the readings, consider these questions: How does Southwest create a competitive advantage? How does Southwest Airlines create, convert and capture value? Who is to blame for the unethical behavior? What could Lawson have done differently to prevent the production of a flawed brake? Would you blow the whistle on unethical behavior and how would you do this? How can management promote ethical behavior?
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COURSE #: 452	SECTION: 81	COURSE NAME: Leading the Strategic Change Process
INSTRUCTOR: Paul Hirsch
CASEPACK (YES or NO?): YES
FIRST ASSIGNMENT: READ: Chapters 1 & 2 of Built to Last. Which of the “myths” addressed here do you think are shattered? Why or why not? Also, in the packet, READ: The Robin Hood case, and the Beer & Nohria article on “Cracking the Code of Change.” Be prepared to discuss the following issues: (1) What are the major problems you have encountered in implementing change? (2) Why is it so difficult to get organizations to change before a crisis occurs? (3) What are the key tasks of a leader in the change process? How does a leader’s role change in the change process?
1. TEXT -- REQUIRED or RECOMMENDED?: Required
AUTHOR: Collins and Porras			PUBLISHER: Harper Information
TITLE: Built to Last: Successful Habits of Visionary Companies				ED./DATE: 2002, paperback
2. TEXT -- REQUIRED or RECOMMENDED?: Recommended
AUTHOR: Tushman and O’Reilly			PUBLISHER: HBS Press (Boston, MA)
TITLE: Winning through innovation: A practical guide to leading organizational change and renewal				ED./DATE: 1997

COURSE #: 453	SECTION: 61	COURSE NAME: Power in Organizations: Sources, Strategies, Skills
INSTRUCTOR: William Ocasio
CASEPACK (YES or NO?): Yes
FIRST ASSIGNMENT: Readings: (1) Kanter, Power Failure in Management Circuits, Harvard Business Review (CP) (2) Brown, Organization Smarts, Chapter 1 (3) Pfeffer, Managing With Power, Chapter 1,2 (Optional) Case: Lisa Benton (A) (CP) Case questions for classroom discussion: 1) Evaluate the political situation facing Benton. 2) What are her sources of political capital? 2) What could she have done differently? 3) What should she do now? Please be specific. Attendance Policy: MBA students are professionals and classroom attendance is expected, the same way that attendance is expected at staff meetings in your organization. If for personal or professional reasons you are not able to attend any class, I expect that you email me prior to the beginning of class at wocasio@kellogg.northwestern.edu and please let me know why you are not able to attend. Any unexcused attendances or absences that reflect lack of commitment or dedication to the course will affect the course grade.
1. TEXT -- REQUIRED or RECOMMENDED?: Required
AUTHOR: David W. Brown			PUBLISHER:
TITLE: Organization Smarts: Portable Skills for Professionals who Want to Get Ahead				ED./DATE: 2002 (Paperback)
2. TEXT -- REQUIRED or RECOMMENDED?: Required
AUTHOR: Robert Cialdini			PUBLISHER:
TITLE: Influence: The Psychology of Persuasion				ED./DATE: 1993, Rev Ed. (paperback)
3. TEXT -- REQUIRED or RECOMMENDED?: Recommended
AUTHOR: Jeffrey Pfeffer			PUBLISHER:
TITLE: Managing With Power				ED./DATE: 1993 (paperback)

COURSE #: 460	SECTION: 81	COURSE NAME: Leading Teams
INSTRUCTOR: Leigh Thompson
CASEPACK (YES or NO?): Yes
FIRST ASSIGNMENT: Attendance Policy: Please carefully note that there is a department-enforced attendance policy for this course. Prepared attendance is required for all sessions in which there is a team exercise. If a student misses a session he or she will be penalized one letter grade. If the student fails to inform the instructor of his or her absence in advance. The student will lose an additional letter grade. Each student is allowed one miss without penalty, assuming that the instructor has been notified 48 hours in advance and the student has found a replacement that has been approved in advance by the instructor. The attendance policy will be in force from the first class session on. Attendance on the first day is mandatory, students are not allowed to use their “free miss” on day one. There will be an exercise during the first class session. Students who are not in attendance the first class session will be dropped automatically from class no matter what. It is not acceptable to attend other time or sessions. Additional time will be spent during the first class session explaining the attendance policy if there are any questions.
1. TEXT -- REQUIRED or RECOMMENDED?: Required
AUTHOR: Leigh Thompson			PUBLISHER:Prentice Hall
TITLE: Making the Team				ED./DATE: 2^nd Edition, 2003
2. TEXT -- REQUIRED or RECOMMENDED?: Recommended
AUTHOR: Larson and Lafasto			PUBLISHER: Sage Publications
TITLE: Teamwork				ED./DATE: 1986

COURSE #: 470	SECTION: 81,91	COURSE NAME: Negotiations
INSTRUCTOR: Adam Galinsky
CASEPACK (YES or NO?): Yes
FIRST ASSIGNMENT: Read all of Getting to Yes Attendance Policy: Prepared attendance is required for this course so that all students benefit from the negotiation exercises. You may miss one negotiation exercise without penalty, only if you provide advance notice to the instructor. If you miss a second exercise, you will lose a letter grade. In conjunction with any miss, if you do not notify the instructor in advance you will lose a letter grade. The attendance policy applies for the first class session. If you do not attend the first class you will be dropped from the course and a student from the waiting list will be added in your place (unless you notify the instructor agalnsky@northwestern.edu in advance that you are taking the first class as your free miss and that you will participate in the course).
1. TEXT -- REQUIRED or RECOMMENDED?: Yes
AUTHOR: Fischer, Ury & Patton			PUBLISHER: Penguin Books-New York
TITLE: Getting to Yes				ED./DATE: 2^nd Edition, 1991
2. TEXT -- REQUIRED or RECOMMENDED?: Yes
AUTHOR: Lewicki, Saunders, Minton			PUBLISHER: McGraw Hill
TITLE: Essentials of Negotiation				ED./DATE: 2^nd Edition, 2001

COURSE #: 470	SECTION: 93	COURSE NAME: Negotiations
INSTRUCTOR: Geoffrey Leonardelli
CASEPACK (YES or NO?) : Yes. Same as before, but switch the first and second readings in the packet. Make the Thompson Chapter 2 the first reading, and the Lax and Sebenius the second reading.
FIRST ASSIGNMENT: No first assignment Attendance Policy: Prepared attendance is required for this course so that all students benefit from the negotiation exercises. You may miss one negotiation exercise without penalty, only if you provide advance notice to the instructor. If you miss a second exercise, you will lose a letter grade. In conjunction with any miss, if you do not notify the instructor in advance you will lose a letter grade. The attendance policy applies immediately, starting with the first class session. If you do not attend the first class you will be dropped from the course and a student from the waiting list will be added in your place (unless you notify the instructor g-leonardelli@kellogg.northwestern.edu in advance that you are taking the first class as your free miss and that you will participate in the course).
1. TEXT -- REQUIRED or RECOMMENDED?: Required
AUTHOR: Fisher, R., Ury, W., & Patton, B.			PUBLISHER: New York: Penguin
TITLE: Getting to Yes				ED./DATE: 1991
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COURSE #: 471	SECTION: 61	COURSE NAME: competitive and individual decision making
INSTRUCTOR: Murnighan
CASEPACK (YES or NO?): yes
FIRST ASSIGNMENT: preface and chapter 1 of text – note: do not read further in the text
1. TEXT -- REQUIRED or RECOMMENDED?: required
AUTHOR: Murnighan and mowen			PUBLISHER: john wiley
TITLE: the art of high stakes decision making				ED./DATE: 2001
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COURSE #: 474	SECTION: 61, 62	COURSE NAME: Cross-Cultural Negotiation
INSTRUCTOR: Jeanne Brett
CASEPACK: YES
FIRST ASSIGNMENT: Please see Brett faculty web page for sample syllabus and more detail about the course. The dates for exercises are final. Please check the course matrix before making fall travel plans. Read all of Fisher, R., Ury, W., & Patton, B. Getting to Yes. There will be a negotiation exercise the first day of class. Attendance Policy: Students are expected to participate in all negotiation exercises. One-on-one exercises are frequently scheduled outside of class, and can be negotiated at students’ convenience. Group exercises involve a large number of people and cannot be rescheduled. Negotiation exercise days are indicated in the syllabus. Dates of in-class negotiations will not be changed once the syllabus has been posted on the web. You may miss one negotiation exercise without penalty if you provide advance notice. If you miss a second exercise, you will lose a letter grade. If, in conjunction with any miss, you do not provide advance notice, you will lose a letter grade. Being late to an exercise is equivalent to being absent. Please make your travel plans accordingly. Please let me know by email if for any reason you will miss the first class. Otherwise I will not save your place if there is a waiting list.
1. TEXT -- REQUIRED:
AUTHOR: Fisher, Roger and William Ury			PUBLISHER: Penguin
TITLE: Getting to Yes: Negotiating Agreement Without Giving In				ED./DATE: 2^nd / 1991
2. TEXT -- REQUIRED:
AUTHOR: Brett, Jeanne			PUBLISHER: Jossey-Bass
TITLE: Negotiating Globally				ED./DATE: 2001

COURSE #: 924	SECTION: 81	COURSE NAME: Consulting Frameworks and Practice
INSTRUCTOR: Russ Roberts
CASEPACK: YES
FIRST ASSIGNMENT: Attendance at the first class is mandatory. Read and give thought to the assigned readings: Flawless Consulting chapters one and two, Process Consultation Revisited chapters one and four, and The McKinsey Way, pages 1-45. Imagine that you are a consultant and a client presents you with a problem she wants you to address. Make up the problem your client brings you and write it down in two or three sentences. Then, using the framework Rasiel explains in “The McKinsey Way”, lay out two to five hypotheses you would seek to prove or refute in diagnosing and solving your client’s problem. Ensure that your hypotheses are “MECE” (see Rasiel). List any sub-hypotheses that come to mind, the analyses you might need to do, and the data you might need. Be prepared to share your work with the class. Finally, you will need to have your laptop and Web access of the first night of class, in any form other than Netscape 7.0, in order to connect with the MBUU Motors Consulting Scenario.
1. TEXT -- REQUIRED
AUTHOR: Block, Peter			PUBLISHER: Wiley, John & Sons, Inc.
TITLE: Flawless Consulting				ED./DATE: 2^nd / Sep. 1999
2. TEXT -- REQUIRED
AUTHOR: Rasiel, Ethan M.			PUBLISHER: McGraw-Hill
TITLE: The McKinsey Way				ED./DATE: Feb. 1999
3. TEXT -- REQUIRED
AUTHOR: Hill, Sam			PUBLISHER: Wiley, John & Sons, Inc.
TITLE: Sixty Trends in Sixty Minutes				ED./DATE: 1^st / Aug. 2002
4. TEXT -- REQUIRED
AUTHOR: Sheth, Jagdish and Andrew Sobel			PUBLISHER: Simon & Schuster
TITLE: Clients for Life				ED./DATE: Sep. 2000
5. TEXT -- REQUIRED
AUTHOR: Bossidy Larry and Ram Charan			PUBLISHER: Crown
TITLE: Execution: The Discipline of Getting Things Done				ED./DATE: 1^st / June 2002
6. TEXT -- REQUIRED
AUTHOR: Bennis, Warren			PUBLISHER: Perseus
TITLE: On Becoming a Leader				ED./DATE: 2^nd / Aug. 1994
7. TEXT -- REQUIRED
AUTHOR: Collins, Jim			PUBLISHER: HarperCollins
TITLE: Good to Great				ED./DATE: 1^st / Oct. 2001

TITLE: Winning through innovation: A practical guide to leading organizational change and renewal