COURSE #: 430

SECTION: 71, 72

COURSE NAME: Leadership in Organizations

INSTRUCTOR: Peter Murmann

CASEPACK: YES

FIRST ASSIGNMENT: Read the following in your course packet – “Putting People First”, “Competing by Design: The Power of Organizational Architecture”, “Southwest Airlines: A Case Study Linking Employee Needs Satisfaction and Organizational Capabilities to Competitive Advantage”, and “People Express Airlines: Rise and Decline.”

Prepare the following case discussion questions:

(1)     Use the congruence model from the Nadler and Tushman reading to analyze the strengths and weaknesses of Peoples Express.

(2)     What are the strengths of PE’s design in its early years (1981-82)?

(3)     What are the liabilities of PE’s initial strategy and organizational design as it entered into 1982 and beyond?  What went wrong?  What role did culture play in the decline of PE?

(4)     How would you evaluate Burr’s leadership style between 1981-83 and 1984-85?  What were his strengths and weaknesses during those two periods?

(5)     What were the leadership challenges of explosive growth and how did he handle these?

(6)     What specific things could Burr have done in 1983-84 to save PE?

(7)     What are the similarities and differences between People Express and Southwest Airlines?

TEXT  --   NONE

 

COURSE #:  430

SECTION: 73

COURSE NAME: Leadership in Organizations

INSTRUCTOR:  Katherine W. Phillips

CASEPACK:  YES

FIRST ASSIGNMENT: Read the following readings and be prepared to discuss the questions below.

Read:  Pfeffer, Jeffrey (1994).  “Competitive Advantage through People.”  California Management Review, 9-28.

Hallowell, Roger (1996).  “Southwest Airlines:  A Case Study Linking Employee Needs Satisfaction and Organizational Capabilities to Competitive Advantage.”  Human Resource Management, 35, 513-534.

           Case:  “People Express Airlines:  Rise and Decline.”

SKIM FOR GENERAL UNDERSTANDING:

          Nadler, D. A. & Tushman, M. L. (1992). “Designing Organizations That Have    

          Good Fit: A Framework for Understanding New Architectures.”  In Nadler, D. A,  

          Gerstein, M. S. & Shaw, R. B. (Eds). Organizational Architecture: Designs for

          Changing Organizations.

(1)     What is Southwest Airline’s source of competitive advantage?

(2)     How does Southwest create, convert, and capture value in the marketplace?

(3)     What were the strengths of PE’s design in the early years? (1981-1982)

(4)     What were the weaknesses of PE’s initial strategy and design as it entered into 1982 and beyond?  What went wrong? 

(5)     What specific things could Burr have done in 1983-1984 to save PE?

(6)     What are the similarities and differences between Southwest Airlines and People Express?

1.  TEXT  --   NONE

 

COURSE #:  450

SECTION: 71

COURSE NAME: Management Communication

INSTRUCTOR: Karen Van Camp

CASEPACK : Purchased in class, not in bookstore

ATTENDANCE POLICY:

Attendance for entire first class is mandatory.

One free absence during Weeks 2-10.  Minus 10 points for each absence after that.

No food, cell phones, or message devices in the classroom. 

1.  TEXT  --   REQUIRED:  

AUTHOR: James Humes

PUBLISHER: Prima Publishing (Crown)

TITLE: Speak Like Churchill, Stand Like Lincoln

ED./DATE: 2002

2.  TEXT  --   REQUIRED:

AUTHOR: Gene Zelazny

PUBLISHER: Mc Graw-Hill

TITLE: Say It With Charts

ED./DATE: 4th Edition / 2001

 

COURSE #: 452

SECTION: 71

COURSE NAME: Leading the Strategic Change Process

INSTRUCTOR: Paul Hirsch

CASEPACK : YES

FIRST ASSIGNMENT:

a) READ: Chapter 1 of Winning Through Innovation.  Also, in the packet - the (short) Robin Hood case and other readings for the first week. 

b) Also, come 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? __________________________________________________________________________________

TEXT – REQUIRED: 

AUTHOR: Tushman and O'Reilly                                      PUBLISHER: Harvard University Press

TITLE: Winning through Innovation

ED./DATE: 2001

RECOMMENDED:

AUTHOR: Collins and Porras

PUBLISHER: Harper Information

TITLE: Built to Last: Successful Habits of Visionary Companies

ED./DATE: 2002, paperback

 

COURSE #: MGMT 468

SECTION: 71

COURSE NAME: Managerial Leadership

INSTRUCTOR:  Michelle L. Buck

CASEPACK: YES  

FIRST ASSIGNMENT:

  1. Please read the first three articles in the casepacket (“What leaders really do” by Kotter; “Managing Oneself” by Drucker; and “On leadership” by Gardner.
  2. Please identify three leaders whom you personally admire.  These may be leaders you know personally, such as family, friends, or co-workers, who will not be known to others in the class, or famous leaders (historical or current) whom you have never met.  Please write down for yourself the qualities, characteristics or behaviors that make you admire each of these leaders, and be prepared to discuss your choices and reasons in class discussion. 

ATTENDANCE AT FIRST CLASS IS MANDATORY.

1.  TEXT  --   NONE

 

COURSE #:  470

SECTION: 72

COURSE NAME: Negotiations

INSTRUCTOR:  Jennifer Whitson

CASEPACK: YES

FIRST ASSIGNMENT:

Read all of Getting to Yes before the first class session. It's an easy read and we will be using it as a springboard to discuss some of the basic concepts in Wednesday's class. 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 and a copy of your résumé to an email to me at (jwhitson@kellogg.northwestern.edu) by 5pm on March 29th:

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

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

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

I look forward to meeting you!

Attendance Policy: Because negotiation exercises are critical to the learning process in this course, students are expected to participate in all of them. If you must miss an exercise, it is your responsibility to contact me at least three days before the class session, and if required, to find and coach a substitute for the exercise. If you have a last minute emergency that necessitates your missing class, please contact me on my cell phone at (847) 609-2668. You may miss one negotiation exercise without penalty if you provide me with notice. Failure to contact me or to find a substitute will result in a drop of one letter grade for the course. Furthermore, failure to participate in more than one exercise (regardless of notice) will result in a drop of one letter grade for the course. All negotiation classes at Kellogg have an attendance policy that is strictly enforced.

This strict policy is necessary because your classmates rely on your attendance for their educational experience, and because instructors must arrange logistics and pairings in advance.

1.  TEXT  --   REQUIRED 

AUTHOR: Fischer, Ury, & Patton

PUBLISHER: Penguin Books-New York

TITLE: Getting to Yes

ED./DATE: 2nd Edition, 1991

 

COURSE #:  470

SECTION: 71

COURSE NAME: Negotiations

INSTRUCTOR:  Chenbo Zhong

CASEPACK:  YES

FIRST ASSIGNMENT:

Read all of Getting to Yes before the first class session. It's an easy read and we will be using it as a springboard to discuss some of the basic concepts in the first class. 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 and a copy of your résumé to an email to me at (cbzhong@kellogg.northwestern.edu) by 5pm on March 28th:

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

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

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

I look forward to meeting you!

Attendance Policy: Because negotiation exercises are critical to the learning process in this course, students are expected to participate in all of them. If you must miss an exercise, it is your responsibility to contact me at least three days before the class session, and if required, to find and coach a substitute for the exercise. If you have a last minute emergency that necessitates your missing class, please contact me on my cell phone at (847) 682-4898. You may miss one negotiation exercise without penalty if you provide me with notice. Failure to contact me or to find a substitute will result in a drop of one letter grade for the course. Furthermore, failure to participate in more than one exercise (regardless of notice) will result in a drop of one letter grade for the course. All negotiation classes at Kellogg have an attendance policy that is strictly enforced.

This strict policy is necessary because your classmates rely on your attendance for their educational experience, and because instructors must arrange logistics and pairings in advance.

1.  TEXT  --   REQUIRED 

AUTHOR: Fischer, Ury, & Patton

PUBLISHER: Penguin Books-New York

TITLE: Getting to Yes

ED./DATE: 2nd Edition, 1991