FIRST ASSIGNMENT / BOOK ORDER TEMPLATE

TERM: Spring 07

COURSE #: MORS 430

SECTION: 71

COURSE NAME: Leadership in Organizations

INSTRUCTOR: Robert Dewar

CASEPACK - YES or NO?: Yes

FIRST ASSIGNMENT: Please Read

“What Leaders Really Do,” John P. Kotter, HBR. May—June, 1990:  103-111. R=90309

“Transforming Corner Office Strategy into Frontline Action”, Orit Gadiesh and James Gilbert, HBR, May 2001: 73-79 R:0105D

IS ATTENDANCE AT FIRST CLASS MANDATORY – YES OR NO?: See syllabus for policy.

1.  TEXT - REQUIRED or RECOMMENDED?: none

AUTHOR:

PUBLISHER:

TITLE:

ED./DATE:

 

 

 

 

 

 

 

 

TERM: Spring 07

COURSE #: 430

SECTION: 72

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?

1.  TEXT - REQUIRED

AUTHOR: 

PUBLISHER: 

TITLE:

ED./DATE: 

 

TERM: Spring 07

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

 

TERM: Spring 2007

COURSE #:  453

SECTION: 71

COURSE NAME: Power in Organizations

INSTRUCTOR:  Klaus Weber

CASEPACK - YES or NO?:  Yes

FIRST ASSIGNMENT:

Readings:

(3)     Kanter, Power Failure in Management Circuits (CP)

(4)     Watkins, The first 90 days, p.1-17 (CP)

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

Case:   

Peter Isenberg at Fischer Stevens (A) (CP)

Classroom discussion of the case will focus on:

1) Evaluate the situation that Peter Isenberg faces.

2) What are his sources of political capital as Executive Director?

3) How have his power, agenda and situation changed after the promotion to Managing Director?

4) Have you been in a similar situation before? What advice would you have given him?

Think carefully about the evidence you have for your assessments, and how reliable it is. Be as concrete as possible in your action recommendations.

Attendance Policy:  If you are not able to attend any class, I expect that you email me prior to the beginning of class at klausweber@northwestern.edu and let me know why you are not able to attend.  Frequent or unexcused absences will affect the course grade.

IS ATTENDANCE AT FIRST CLASS MANDATORY – YES OR NO?:  Not required but highly desirable. See attendance policy above.

1.  TEXT - REQUIRED or RECOMMENDED?: Required.

AUTHOR: Robert Cialdini

PUBLISHER:

TITLE: Influence: The Psychology of Persuasion

ED./DATE: 1993 or 1998, ed. (paperback)

 

 

TERM: Spring 07

COURSE #:

MORS 460

SECTION: 71

COURSE NAME: Leading and Managing Teams

INSTRUCTOR: Sujin Lee

CASEPACK - YES or NO?: YES

FIRST ASSIGNMENT:

Attendance Policy:

Please note carefully 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 professor 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 professor has been notified 48 hours in advance and the student has found a replacement that has been approved in advance by the professor.

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. So, please do not request admission to the class if you do not plan to be there on the first day.  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.

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

1.  TEXT - REQUIRED or RECOMMENDED?:  REQUIRED

AUTHOR: Leigh Thompson  

PUBLISHER: Pearson, Prentice Hall

TITLE: Making the Team: A Guide for Managers

ED./DATE: most recent edition

 

TERM: Spring 07

COURSE #:  470

SECTION: 71

COURSE NAME: Negotiations

INSTRUCTOR:  Jennifer Whitson

CASEPACK (YES or NO?):  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 25th:

(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  or  RECOMMENDED?: Required

AUTHOR: Fischer, Ury, & Patton

PUBLISHER: Penguin Books-New York

TITLE: Getting to Yes

ED./DATE: 2nd Edition, 1991

 

 

TERM: Spring 07

COURSE #:  470

SECTION: 72

COURSE NAME: Negotiations

INSTRUCTOR:  Cynthia Wang

CASEPACK (YES or NO?):  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 Thursday'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 (cswang@kellogg.northwestern.edu) by 5pm on March 26th:

(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?: Required

AUTHOR: Fischer, Ury, & Patton

PUBLISHER: Penguin Books-New York

TITLE: Getting to Yes

ED./DATE: 2nd Edition, 1991