COURSE #: INTL474

SECTION:

COURSE NAME: Cross-cultural Negotiations

INSTRUCTOR: Jeanne Brett

CASEPACK (YES or NO?): Yes

Guidelines

       This course meets Tuesday evening starting January 3, 2006 through March 7, 2006.  Class is 6 pm to 9 pm.

       Location – Weibolt Hall, Chicago Campus

       Venue – There are 24 spaces for NULS students and 24 spaces for Kellogg TMP students

       Please see syllabus for academic requirements.  Note attendance policy below.

       Web Survey – this is optional, but if you want a personal report that gives you benchmarking information about your intuitive negotiation strategy, you’ll want to do this before class begins.  It is open now. http://www9.kellogg.northwestern.edu/main/brett/brett!INTL_474_Winter_06.poll.html.

       Case Packet – this can be purchased at the Abbott Hall bookstore.  All course material fees are included in the case packet.

Readings

       Read Getting to Yes.

DO NOT READ in Negotiating Globally

Note: There will be a negotiation exercise the first class.

Attendance Policy

Please note this class has an attendance policy: “Students are expected to participate in all negotiation exercises.”  You may miss one exercise with advance notice to the instructor without penalty.  If you must miss a second exercise, you will lose a letter grade.  The reason for the attendance policy is that this is an experiential learning class in which the learning comes largely in the doing. 

If you are going to take the first class as your excused miss, you must let me know in advance.  Otherwise I will not hold your place in class.  Use email jmbrett@kellogg.northwestern.edu

1.  TEXT  --   REQUIRED  or  RECOMMENDED?:   Required

AUTHOR: Fisher, Ury, & Patton

PUBLISHER:Penguin

TITLE: Getting to Yes

ED./DATE: Any

2.  TEXT  --   REQUIRED  or  RECOMMENDED?: Required

AUTHOR: Brett, Jeanne

PUBLISHER: Jossey Bass

TITLE: Negotiating Globally

ED./DATE: 2001

TERM: Winter

COURSE #: MORS -430

SECTION: 72

COURSE NAME: Introductory Organization Behavior

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

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COURSE #: 914

SECTION: 71

COURSE NAME: Bargaining Games

INSTRUCTOR: Keith Murnighan

CASEPACK (YES or NO?): YES

FIRST ASSIGNMENT:

Read the Preface and Chapter 1 of “The Dynamics of Bargaining Games” (this is included in the Casepack).

1.  TEXT --   REQUIRED: The Casepack is required.

COURSE #:  452

 SECTION: 71

 COURSE NAME: Leading the Strategic Change Process  

 INSTRUCTOR:  Ithai Stern

 CASEPACK:  YES

I am looking forward to our first class together. In this session I will give a general introduction to the course, provide an overview of the logic behind the design of the class, and discuss organizational and logistic issues.

  FIRST ASSIGNMENT:

Please read: 

      Winning Through Innovation, Chapter 1 (pp. 1-15), Michael  Tushman & Charles O’reilly, (2002)

      “Sense and Reliability,” Harvard Business Review, Diane Coutu, (2003)

      “Are you sure you have a strategy?” Academy of Management Executive, Donald Hambrick & James Fredrickson, (2001)

  In addition, please read the following two short cases and be prepared to discuss the subsequent questions:

1.      “Robin Hood” (Joseph Lampel, New York University)

As you prepare this case, please consider the following questions:

a)       What problems does Robin Hood have?  Which are most urgent?  Most important?  Why? 

b)       Is the band’s traditional mission of robbing the rich and giving to the poor becoming obsolete?  Is a whole new strategy needed?  Why or Why not? 

c)       Which alternative would you recommend to Robin?  Defend your choice.

§         Continue on with no major changes

§         Institute a fixed transit tax

§         Pursue geographic expansion

§         Try to kill the Sheriff

§         Accept the barons’ offer

d)       How should Robin implement the recommended course of action?  What action steps will Robin need to take to improve the chances of success?

2.        “Prepare your Organization to Fight Fires” (Weick – HBS).

As you prepare this case, please consider the following questions:

a)       Would you have dropped your tools? Why or Why not?

b)       Would you have jumped inside of Dodge’s backfire? Why or Why not?

c)       What was needed here to save the smokejumpers’ lives?

  We will conclude the class by considering the following questions:

1. What is change management?
2. When and why do we need change management competence?
3. Is there a best practice approach to change?

I look forward to meeting you!

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

COURSE #: 450

SECTION: 71

COURSE NAME:  MANAGEMENT COMMUNICATION

INSTRUCTOR: Karen Van Camp

CASEPACK: Purchased in class, not in bookstore.

FIRST ASSIGNMENT:

1^st class is mandatory.

Any questions, please call  847-256-5332

1.  TEXT  --   REQUIRED:

AUTHOR: James Humes

PUBLISHER: Prima Publishing (Crown)

TITLE: Speak Like Churchill, Stand Like Lincoln

ED./DATE: 2002

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TERM: Winter 2006

COURSE #:  430

SECTION: 71

COURSE NAME: Leadership in Organizations

INSTRUCTOR:  Klaus Weber

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 (Nadler & Tushman) to analyze the company’s commitment to producing a flawed brake design. Come to class prepared to discuss these questions. You do not need to write them up and submit them before class.

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 that you will use for analyzing most cases and that you will find helpful for the group project. 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?

IS ATTENDANCE AT FIRST CLASS MANDATORY – YES OR NO?:  No, but it’s highly desirable and people who have to miss the first class need to tell me ahead of time.

1.  TEXT - REQUIRED or RECOMMENDED?: There is no required text for this course.

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2.  TEXT - REQUIRED or RECOMMENDED?:

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COURSE #:  470

SECTION: 71, 72

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 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  or  RECOMMENDED?: 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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