FIRST ASSIGNMENT / BOOK ORDER TEMPLATE

TERM:  Fall Pre-term

COURSE #:  430

SECTION:  66, 68

COURSE NAME:  Leadership in Organization

INSTRUCTOR:  Adam Galinsky

CASEPACK - YES or NO?:  Yes

FIRST ASSIGNMENT:  I am looking forward to our first class together. The class will have two themes: how you can maximize your effectiveness in your careers and how to create high-performing organizations that are able to achieve a competitive advantage. We will begin by considering how you can achieve these two goals while taking into account ethical considerations. In order to prepare for our first discussion, please complete the following assignment:

Read:

*       "Why Should My Conscience Bother Me?"

To help guide you in the readings, consider these questions:

*       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? 

IS ATTENDANCE AT FIRST CLASS MANDATORY – YES OR NO?:  Yes

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TERM: Fall Preterm 2006

COURSE #: 430

SECTION:  65 & 67

COURSE NAME: LEADERSHIP IN ORGANIZATIONS

INSTRUCTOR: Ranjay Gulati

CASEPACK:  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

*       "Why Should My Conscience Bother Me?"

*       Case on Southwest Airlines

*       To help guide you in the readings, consider these questions:

*       Questions for “Why Should My Conscience Bother Me?”

*       Who is to blame for the unethical behavior?

*       What could Lawson have done differently to prevent the production of a flawed brake?

*       Have you ever seen an example of unethical actions escalating as they did in this case?  

*       How can management promote ethical behavior?

*       Would you blow the whistle on unethical behavior and how would you do this?

*       Questions for “Southwest Airlines”

*       What are Southwest’s sources of competitive advantage?

*       How does Southwest create a competitive advantage through people?

*       Is Southwest’s strategy generalizable?

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TERM: Fall Preterm 2006

COURSE #: 430

SECTION: 62, 64

COURSE NAME:

LEADERSHIP IN ORGANIZATIONS

INSTRUCTOR:  Victoria Medvec

CASEPACK :  YES

FIRST ASSIGNMENT:   I am looking forward to our first class together.  This course will focus on how you can maximize your effectiveness in your career and increase the competitive advantage of your organization.  We will begin by considering how you can achieve these two goals while taking into account ethical considerations.  In order to prepare for this discussion, please complete the following assignment:  

Read:

*       “Why Should My Conscience Bother Me?”

To help guide you in the readings, consider these questions:

*       Who is to blame for the unethical behavior?

*       What could Lawson have done differently to prevent the production of a flawed brake?

*       Have you ever seen an example of unethical actions escalating as they did in this case?

*       How can management promote ethical behavior?

*        Would you blow the whistle on unethical behavior and how would you do this?

1.  TEXT - REQUIRED

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PUBLISHER: 

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ED./DATE: 

2.  TEXT - REQUIRED

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TERM: Fall Preterm 2006

COURSE #: 430

SECTION: 61, 63

COURSE NAME:  

LEADERSHIP IN ORGANIZATIONS

INSTRUCTOR:  Brian Uzzi

CASEPACK:  YES:

FIRST ASSIGNMENT: FIRST ASSIGNMENT:  I am looking forward to our first class together.  We will begin class by considering the discipline of the New Science of Leadership.  This new science takes a radically different perspective on leadership.  It presumes that leadership power is not gained through the personal acquisition of a wider and wider range of skills as was once thought but by proficiency at accessing the resources of a network of other experts.  Research shows that this approach enables leaders to quickly adapt their skill sets to the situation at hand, to nimbly shed resources that become obsolete and tap into those that are suddenly needed, and to do this continually as the world changes unpredictably.  Moreover, for leaders at the top of organizations, and for those who aspire to be in positions of executive leadership, this is perhaps the only way to think about leadership when the complexity of business exceeds the capacity of most people to acquire all the multidisciplinary skills needed to tackle a single problem.

This course provides you with the coherent set of influence techniques needed to lead in environments characterized by complexity, collaboration, and interconnectedness while taking into account ethical considerations related to the responsible use of leadership power.  In order to prepare for this discussion, please complete the following assignment:

 Read:

*       “Why Should My Conscience Bother Me?”

To help guide you in the readings, consider these questions:

*      Have you seen unethical actions by well meaning leaders escalating as they did in this case?

*      Who is to blame for the unethical behavior?

*      How can powerful leaders create or prevent unethical behavior?

*      What should leaders do if they do something unethical?

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QUARTER:

Fall

YEAR:

2006

INSTRUCTOR:

William Ocasio

  

COURSE #:

453

SECTION:

81

COURSE NAME:

Power in Organizations: Sources, Strategies, Skills

  

CASEPACK:      YES__X____      NO_______

  

FIRST ASSIGNMENT:

  

Readings:

(1)    Wertheim, A Model for Case Analysis and Problem Solving (CP)

(2)    McClelland and Burnham, Power is the Great Motivator, Harvard Business Review (CP)

(3)    Kanter, Power Failure in Management Circuits, Harvard Business Review (CP)

(4)    Eccles & Nohria, Beyond the Hype, chap 2: Action (CP)

Case: Peter Isenberg at Fischer Stevens (A) (B) (CP)

Case questions for classroom discussion:

1) What are Peter Isenberg’s sources of political capital as Executive Director?

2) How have his agenda and dependencies changed after his promotion to Managing Director?

3) How has the value of his political capital changed?

4) What could he have done differently?

  

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.  Frequent or unexcused absences that reflect lack of commitment or dedication to the course will affect the course grade.

  

TEXT REQUIRED:       YES___X___            NO______

    

AUTHOR:

 1) Robert Cialdini

PUBLISHER:

  

TITLE:

1) Influence: The Psychology of Persuasion

 

ED./DATE:

1) 1993, Rev Ed. (paperback)

TEXT REQUIRED:       YES___ ___            NO______ 

   

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QUARTER: Fall

  

YEAR:  2006

2

INSTRUCTOR:

Galinsky

COURSE #: MORS 470

  

SECTION:  61      

  

COURSE NAME:

    Negotiations

CASEPACK:      YES__XX____      NO_______

FIRST ASSIGNMENT:

Read all of Getting to Yes

Please briefly answer the following questions:

(1)     Up to this point, what has been your most challenging negotiation experience?

(2)     Imagine that this is the last day of class and complete this statement: This was a great class because…

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 agalinsky@northwestern.edu

 in advance that you are taking the first class as your free miss and that you will participate in the course).

TEXT REQUIRED:       YES____X__            NO______

  

AUTHOR:

 Fisher, Ury, & Patton

PUBLISHER:

Penguin Books-New York                                                       

TITLE:

Getting to Yes

ED./DATE:

2nd Edition, 1991

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

COURSE #:  470

SECTION: 91

COURSE NAME: Negotiations

INSTRUCTOR:  Robert Lount

CASEPACK : YES

FIRST ASSIGNMENT:

Reading: Read chapters 1-5 of Fisher and Patton's Getting to Yes. (Fisher, R., Ury, W., & Patton, B. 1991. Getting to Yes. New York: Penguin).  You don't have any reading from the case packet before the class, and in fact, you shouldn't do any readings from it in advance.  However, I would like you to briefly answer the following questions and attach your answers in an email to me at:

(r-lount@kellogg.northwestern.edu) by 5pm on September 25th.

Please email me a brief paragraph describing:

(1) Up to this point, what has been your most challenging negotiation experience?

(2) Let me know what types of negotiations you have encountered in your work experience.  What is the biggest personal or work related negotiation you will conduct in the next 6 months?

Attendance Policy: MORS 470 has an attendance policy that is uniformly applied to all sections of 470. You may miss one negotiation exercise without penalty if you provide me with advance notice. If you miss a second exercise, you will lose a letter grade. If, in conjunction with any absence, you do not provide advance notice or fail to provide a substitute when required to do so, you will lose a letter grade.

1.  TEXT: Getting to Yes

AUTHOR: Fisher, R., Ury, W., & Patton, B.

PUBLISHER: Penguin

TITLE: Getting to Yes

ED./DATE: 2nd Edition, 1991

COURSE #: 460

SECTION: 81

COURSE NAME: Leading and Managing Teams

INSTRUCTOR: Leigh Thompson

CASEPACK (YES or NO?): YES

FIRST ASSIGNMENT: Complete “Team member survey” (download from website).

Attendance Policy: Please carefully note that there is a department-wide attendance policy for this course.  MANDATORY attendance is required on the first day of class.  In addition, prepared attendance is required for all in-class exercises, which normally occur during the first 90 minutes of the class, but be wary of exceptions.   I strongly suggested you do not enroll for this course if you cannot attend all class meetings.  If a student misses a class exercise, 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 to miss ONE exercise 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. (NOTE: The one free miss CANNOT be used on the first day of class).

Students who are not in attendance the first class session will be dropped automatically from class.  Additional time will be spent during the first class session explaining the attendance policy.  Class materials will be distributed for the first exercise during the actual class session.  Under no circumstances are the materials delivered in mailboxes, faxes, etc.

1.  TEXT  --   REQUIRED:

AUTHOR: Leigh Thompson

PUBLISHER: Pearson Education

TITLE: Making the Team: A guide for Managers

ED./DATE: 2nd / 2004

 

COURSE #: 474

SECTION:

COURSE NAME: Cross-Cultural Negotiation

INSTRUCTOR: Prof. Jeanne Brett

CASEPACK (YES or NO?) :

FIRST ASSIGNMENT: To: INTL 474 Students

From: Jeanne M. Brett, jmbrett@kellogg.northwestern.edu

847-491-8075

Subject: Negotiator’s Personal Assessment and other things.

Date: August 1, 2006

I am looking forward to the beginning of Fall Quarter and our class on cross-cultural negotiations. I want to call your attention to three things:

  1. There is a class attendance policy.  To hold your place in class you must attend the first class.  However, we are living in rather uncertain times.  In case of emergency, please let me know by email or phone, that you wish me to hold your place in class and an expected arrival time. 
  2. There is a web survey for the class. (You may have to cut and paste into your browser.)

http://www9.kellogg.northwestern.edu/main/brett/brett!INTL474Fall2006.poll.html

The survey is not a requirement, but you’ll probably be glad you did it. Please complete the web survey prior to reading Getting to Yes which is the pre-class assignment. The survey only takes a few minutes to complete.  I’ll have the computer generate a personal report for you that allows you to benchmark your values and norms against those of managers from many different cultures. You should be able to access this web survey from any computer, anywhere.  Let me know if you have a problem.

  1. Read Getting to Yes before the first class.  This only seems like a big assignment, it’s an easy afternoon at the beach. 

Enjoy the rest of your summer!

1.  TEXT  --   REQUIRED  or  RECOMMENDED?:  YES

AUTHOR: 

PUBLISHER:

TITLE: Getting to Yes

ED./DATE:

2.  TEXT  --   REQUIRED  or  RECOMMENDED?:

AUTHOR:

PUBLISHER:

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