TERM: Spring 2006

COURSE #: MORS 430-0	SECTION: 72	COURSE NAME: Leadership in Organizations
INSTRUCTOR: Tina Dacin
CASEPACK (YES or NO?): Yes
FIRST ASSIGNMENT: Please read: Pfeffer. (1994). “Competitive Advantage through People.” California Management Review, 36(2), 9-28. Nadler and Tushman (1997). “Mapping the organizational terrain” In: Competing by Design: The Power of Organizational Architecture. p.21-42 Vandivier. (1972). “Why Should My Conscience Bother Me?” In: In the Name of Profit, 3-31. Case Questions: 1. Where does unethical behavior occur, and who is to blame for it? 2. What could Lawson have done to prevent the production of a flawed brake? 3. When and how would you blow the whistle on unethical behavior? 4. How can you as a manager simultaneously promote high performance and ethical behavior? Hint: Use the congruence framework to analyze the company’s commitment to producing a flawed brake design. Notes on the readings: The Pfeffer article gives you a broad rationale for the topics you will learn about in this class. Read as much of it as you find interesting (but do read some!). The Nadler & Tushman chapter deserves close attention as it describes the framework you will use for analyzing most cases. The case illustrates several issues from the readings and serves as a springboard for class discussion -- How to achieve high performance and do it ethically?
1. TEXT -- REQUIRED or RECOMMENDED?: There is no required text for this course
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2. IS ATTENDANCE AT FIRST CLASS MANDATORY – NO BUT PREFERRED

TERM: Spring 2006	COURSE #: 430	SECTION: 71			COURSE NAME: LEADERSHIP IN ORGANIZATIONS
INSTRUCTOR: James Oldroyd
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?
IS ATTENDANCE AT FIRST CLASS MANDATORY – YES OR NO?
1. TEXT - REQUIRED or RECOMMENDED?
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2. TEXT - REQUIRED or RECOMMENDED?:
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COURSE #: 450	SECTION: 71, 91,	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 -- RECOMMENDED:
AUTHOR: Gene Zelazny			PUBLISHER: Mc Graw-Hill
TITLE: Say It With Charts				ED./DATE: 4^th Edition / 2001

COURSE #: 470	SECTION: 71	COURSE NAME: Negotiations
INSTRUCTOR: Cynthia Wang
CASEPACK (YES or NO?): YES
FIRST ASSIGNMENT: Reading: Chapters 1-4 of Fisher and Patton's Getting to Yes. (Fisher, R., Ury, W., & Patton, B. 1991. Getting to Yes. New York: Penguin) for the first class session. The remainder of the book is recommended but not required. It's an easy read and we will be using it as a springboard to discuss some of the basic concepts in 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 (cswang@kellogg.northwestern.edu) by 5pm on Monday, March 27th: (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) 204-0296. 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 or RECOMMENDED?: Chapters 1-4 Required
AUTHOR: Fischer, Ury, & Patton			PUBLISHER: Penguin Books-New York
TITLE: Getting to Yes				ED./DATE: 2^nd Edition, 1991
2. TEXT -- REQUIRED or RECOMMENDED?:
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