Description. This course addresses contemporary management challenges
stemming from changing .... in Robbins & Coulter, or the article on Porter posted
in the HBR Strategy supplemental reading .... M. (2009) Management. Tenth
Edition.
Management & Organizational Analysis: Spring 2011
New York University A Private University in the Public Service Management and Organizational Analysis “Management and Organizational Analysis” C50.9001005 4 points Instructor Contact Name: William K. Dunworth Information Class Time Thursday, 1:00‐4:00 This course addresses contemporary management challenges stemming Course from changing organizational structures, complex environmental Description conditions, new technological developments, and increasingly diverse workforces. It highlights critical management issues involved in planning, organizing, controlling, and leading an organization. Ultimately, it aims to strengthen students’ managerial potential by providing general frameworks for analyzing, diagnosing, and responding to both fundamental and complex organizational situations. It also provides opportunities for students to enhance their communication and interpersonal skills, which are essential to effective management. The structure of the course encourages learning at multiple levels: through in‐class lectures, exercises, and discussions; in small teams carrying out projects; and in individual reading, study, and analysis. Course Objectives The guiding philosophy of this course is that managers must rely on multiple frames of reference in order to fully understand and shape the organizational environments in which they operate. This course therefore attempts to build foundational understanding of the leading ideas that have fostered modern management, as well as how these ideas can be applied to help inform analysis and decision making. It develops this foundational understanding within the context of the broad‐based liberal arts education students are receiving throughout their entire NYU experience, especially their international learning experiences inside and outside of the classroom in the NYU‐Shanghai Center. Students are encouraged to become active and engaged participants in the environment they experience in China so that they can start to develop the broad perspective, cultural sensitivity and analytical facility required to be effective managers in today’s global business environment. This course is designed to provide an introduction to the key concepts and theories that are indispensable for a successful manager in today’s interconnected organizational environment. In particular, the course addresses contemporary management issues in the changing context of
Class Title Listed as
New York University in Shanghai
Management & Organizational Analysis: Spring 2011
Grading Components
globalization, new technological development and increasing concerns over social responsibility. The growing role of China in the Asian and global economy provides a lens through which with students can explore and understand the changing nature of management. At the end of this course, students will be able to: Discuss and critically assess the merits of the leading management philosophies and organizational models that shape contemporary business; Use these philosophies and models as frameworks through which to analyze business issues; Understand the importance of environmental context in assessing the validity of frames of action; Recognize aspects of their own personalities that affect the way they operate in and perceive organizations. Appreciate the specific challenges of businesses operating in the Chinese context as well as the key differences between Chinese and leading Western approaches to management. Grades will be distributed as follows: Component Maximum points Class participation 20% Thought Papers/Memoranda 20% Mid‐Term Exam 30% Final Presentation/Paper 30% Class Participation: Grades will be determined by the frequency and quality of the student’s contributions to class discussion. This includes asking questions as appropriate during lectures as well as active participation in analysis of course readings. Preparation of self‐ assessment diagnostics before class is essential to contribute to large‐ group and small‐group discussions. Thought Papers/Memoranda: These occasional, short, individual writing assignments are designed to develop the student’s ability 1) to reflect on their own pathway to becoming an engaged employee and manager, or 2) to analyze a given management situation and make concise, informed recommendations on action. These assignments will not receive a letter grade, but will be assessed with a check plus (√+), check (√) or check minus (√‐), based on the student’s ability to convey her/his thoughts logically and succinctly. A separate handout with further information on the assessment of Thought Papers/Memoranda will be distributed on the first day of class.
New York University in Shanghai
Management & Organizational Analysis: Spring 2011
Instructor Bio
Mid‐Term Exam: The mid‐term exam consists of multiple choice and open questions. The material required for this exam covers all topics covered in sessions 1‐6, including readings related to those sessions. Final Presentation & Paper: The final presentation/paper will be group project where each team will analyze an organization of their choosing. The organization can be in any industry and operate in the private, public or not‐for‐profit domain. You can also choose a division or business within a larger organization. Class participants will be placed into teams of 4‐5 students each. The deliverables include: 1. Plan: A plan of your project describing the organization your team has selected, the various aspects of the organization to be researched, a description of individual roles & responsibilities for the project, and timelines for completion of tasks. Two‐page, single‐spaced. (Due April 14th). 2. Five Forces Analysis: A team analysis of the market in which your company is situated based on Porter’s categories explained as explained in Robbins & Coulter, or the article on Porter posted in the HBR Strategy supplemental reading pack to be posted on Blackboard. Single‐spaced, 4 page maximum. (Due May 6th) 3. Presentation: 15‐minute presentation. The presentations should be well practiced and professional, simulating a presentation you might give to important investors/clients or other stakeholder groups. Creativity is welcomed, but remember, this is a business presentation. (Due May 26th). 4. Written Report: A final report of the analysis of the chosen organization. There are no restraints on the format or structure of this report (page limit 20 pages, double spaced). It is recommended that you search and browse several samples of business reports if you have never written one before. The report must include an addendum that summarizes individual team member’s specific areas of contribution to the project. Grades will be assigned to the team as a whole and will be determined by the caliber of analysis, recommendations and conveyance of ideas. (Due June 2nd) William K. Dunworth is a global organizational development consultant and strategist based in Shanghai, China. He has over twenty years of international experience in management development across several
New York University in Shanghai
Management & Organizational Analysis: Spring 2011 industries. He has worked in the US, Germany, UK, Russia, China and Romania. In addition to being an Adjunct Professor of Management at the NYU Center in Shanghai and for several joint US/Chinese MBA programs , he has worked at several leading business schools including The Wharton School and the Thunderbird School of Global Management. In these roles he has consulted to leading multinational, Chinese, Russian and not‐for‐profit organizations in the area of strategic talent alignment. He speaks Mandarin, German, Russian and French. Currently, he is completing his doctorate at the University of Pennsylvania where his research focuses on the role of global and local networks as a stimulus for innovation in Chinese business schools. Degrees: EdD (cand)., University of Pennsylvania, 2012 MBA, Emory University, 1997 MSc, Edinburgh University, 1991 BA, College of Mount St. Vincent, 1985 Additional studies at Moscow State University, Eberhard‐Karls‐ University, Tuebingen, Free University of Berlin, the Harbin Institute of Technology and the International Management Center, Budapest. Grading A: Excellent performance showing a thorough knowledge and Expectations understanding of the topics of the course; all work includes clear, logical explanations, insight, and original thought and reasoning. B: Good performance with general knowledge and understanding of the topics; all work includes general analysis and coherent explanations showing some independent reasoning, reading and research. C: Satisfactory performance with some broad explanation and reasoning; the work will typically demonstrate an understanding of the course on a basic level. D: Passable performance showing a general and superficial understanding of the course’s topics; work lacks satisfactory insight, analysis or reasoned explanations. F: Unsatisfactory performance in all assessed criteria. Required and optional trips and events will be discussed throughout the Activities semester. When there is a guest speaker in the class business casual attire is expected to be worn. Business attire should be worn for site visits. Attendance Policy NYU in Shanghai has a strict policy about course attendance that allows no unexcused absences. Each unexcused absence will result in the deduction of three percentage points from the final grade. More than two unexcused absences will result in failure of the course. All absences due to
New York University in Shanghai
Management & Organizational Analysis: Spring 2011
Submission of Late Work
illness require a signed doctor’s note from a local facility as proof that you have been ill and have sought treatment for that illness. All absence requests and excuses must be discussed with the Academic Support staff. Non‐illness absences must be discussed with the Academic Support staff or the Program Director prior to the date(s) in question. Students should contact their instructors to catch up on missed work but should not approach them for excused absences. If you must miss class (for any reason), the Academic Support staff will determine whether or not it is an unexcused absence. If your absence is not excusable, you risk missing class as a detriment to your grade. Students are expected to arrive to class promptly both at the start of class and after breaks. The Academic Assistant will check attendance 15 minutes after class begins. Arriving more than 15 minutes late or leaving more than 10 minutes early will be considered an unexcused absence. Unexcused absences from exams are not permitted and will result in failure of the exam. If you are granted an excused absence from an exam by the Academic Support staff, your instructor will decide how you will make up the exam. This attendance policy also applies for classes involving a field trip or other off‐campus visit. It is the student’s responsibility to arrive at the agreed meeting point on time. There will be no adjustment of attendance records after the end of the semester. If you wish to contest a marked absence, you must do so before you leave Shanghai; so if you think that there may be a discrepancy about your attendance in class on a given day, ask the NYU in Shanghai academic staff to let you look at the attendance record. Written work due in class must be submitted during class time. Late work should be submitted in person to the Academic Support staff during regular office hours (9:30‐6:00, Monday‐Friday). The Academic Support staff will mark down the date and time of submission in the presence of the student. Work submitted within five weekdays will be penalized one portion of a grade for every day that it is late (so if it is late by one day, an assignment marked an “A” will be changed to an “A‐,” and so on). Work submitted more than five days after the due date without an agreed extension will be given a zero.
New York University in Shanghai
Management & Organizational Analysis: Spring 2011
Plagiarism Policy
Required Text(s)
Week 1 Thursday, February 24th
Please note that final essays must be submitted on time. Plagiarism: the presentation of another person’s words, ideas, judgment, images or data as though they were your own, whether intentionally or unintentionally, constitutes an act of plagiarism. Students must retain an electronic copy of their work until final grades are posted on Albert. They must be prepared to supply an electronic copy if requested to do so by NYU in Shanghai. Not submitting a copy of their work upon request will result in automatic failure in the assignment and possible failure in the class. Penalties for confirmed cases of plagiarism are set out in the Academic Guide. 1) Nasta, P. & Schaefer, B. Eds. (2006) Management and Organizational Analysis: Course Readings. This is an NYU specific book that will also include cases for the class and a collection of self‐assessment diagnostics for you to complete over the course of the semester. 2) Robbins, SP & Coulter, M. (2009) Management. Tenth Edition. Pearson International Edition. London: Prentice Hall. (ISBN 0‐13‐814366‐8). 3) Additional cases and readings as assigned (available on Blackboard). Introduction to the Course The focus of this first session will be on introductions, course overview and expectations. We will also undertake some typical management‐ training exercises to develop some tools that will aid in analysis throughout the semester. Readings: 1. From Bolman & Deal, Reframing Organizations, 3rd Edition. 2. Williamson, Wendy. (2010). “In Study Abroad, Simple is Sophisticated”, in Chronicle of Higher Education. (Both readings are available on the general Blackboard site and should be read before the first class session).
In Class Exercises: Framing Exercise What is Management? Week 2 rd Thursday, March 3 The focus of this session will be on defining the concept of management as well as understanding the different kinds of organizations in which
New York University in Shanghai
Management & Organizational Analysis: Spring 2011
Week 3 Thursday, March 10th
Week 4 Thursday, March 17th
Week 5 Thursday, March 24th
managers operate. Robbins and Coulter, Ch 1 Nasta and Schaefer, Ch 1 & 2 Complete “Are you Introverted or Extroverted?”(2.7) and “Needs‐ Strength Questionnaire” (5.5) Self‐Assessments Nasta and Schaefer Chapter 2 (The Talent Myth) is a case on Enron that we will discuss in class. Be prepared. The Historical Context of Management & Organizational Research The goal of this session is to build understanding of the leading themes and theories that have shaped the field of management throughout history. Students will also be introduced to the research process as it relates to organizations, including the different frames through which the researcher may view the organization. In class exercises will give students hands on experience with issue framing and data collection through interviewing. Nasta and Schaefer, Ch 15 Robbins and Coulter, Ch 2 Complete “How Much Perceptual Structure Do You Need” and “What is your Attitude towards Money” Self‐Assessments. In Class Exercises: Interview & Synthesis Exercise Managing in a Global Environment As trade barriers, geographical boundaries and political borders come down, and technology links previously disparate communities and markets, the global marketplace in which managers operate continues to become increasingly competitive and complex. This session will explore what it means to be a manager in a global environment. Legal, political, economic and cultural factors will be discussed in class. Robbins and Coulter, Ch 3 & 4 Complete “What are your Corporate Culture Preferences” (14.4) Self‐ Assessment. Guest Speaker: Bill Russo, Senior Advisor to Booz & Company, and an expert in the global automotive industry, is tentatively scheduled to speak to all Stern students on Wednesday, March 23rd from 2:30‐4:00 You are required to attend on that day (since I am arranging it). We will end class earlier today to make up for the extra time. Bill Russo’s topic: ʺThe 21st Century Challenge: Leveraging China and India for Global Competitivenessʺ. Social Responsibility and Managerial Ethics In the past, it was widely believed that management’s only social responsibility was to maximize profits for the company’s stakeholders.
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Management & Organizational Analysis: Spring 2011 In today’s environment, however, social responsibility has expanded to include both short‐term and long‐term responsiveness and obligation to society overall. This session explores how managers now define social responsibility and how they respond to such issues as climate change, sustainable development and responsible leadership. Nasta and Schaefer, Ch 7 Robbins and Coulter, Ch 5 (There is some overlapping information in both chapters. Focus primarily on Nasta and Schaefer, but be sure to at least skim Robbins and Coulter).
Case: Sanluʹs Melamine‐Tainted Milk Crisis in China Complete the “What are your Personal Values” Self Assessment
Week 6 Thursday, March 31st
Week 7
Thought Paper Due: Please write a one‐two page thought paper (single spaced) in which you reflect on the self‐assessments you have completed so far. What are you learning about yourself as a future employee? What would your future managers need to understand about you in order to manage you effectively? Think reflectively and try to relate the results to the readings and any actual organizational experiences you have had to see if the assessments explain or run counter to your previous perceptions of yourself Please come to class prepared to discuss the Sanlu case. There will likely be some cold calling that will count towards your grade, so be prepared to respond! Managers as Decision Makers Informed decision making is the essence of effective management. This session examines the process of rational decision making, including problem identification and framing, analysis, frame blindness and decision making styles. Robbins and Coulter, Ch 6 Case: Bistro‐to‐Go Case (No need to prepare the case before class. Just bring it with you.) Complete “Measuring your Creative Personality” (7.7) and “Decision Making Style” Self‐Assessments Memorandum Due: Reflect upon your decision to study in Shanghai for the semester. Think about the reasons behind your decision and the issues that factored into your decision. Using steps in the decision‐making process found in Robbins, p136‐140 as your guide, write a 1‐2 page memo to your professor describing the decision you made. In your memo you should describe how you identified the problem/opportunity, the criteria that you used to analyze the situation, the weights you placed on those criteria and the development of alternative courses of action and your analysis of all options. Mid‐Term Exam
New York University in Shanghai
Management & Organizational Analysis: Spring 2011 Thursday, April 7th
Planning and Strategic Management Week 8 Thursday, April 14th Planning and Strategic Management are the on‐going processes undertaken by the manager to set and guide the future direction of the firm. The objective is to continue to optimize organizational effectiveness in light of the changing environment in which the firm operates. This session will focus on the strategy and planning processes, including the major types of corporate strategies found today. A key area explored will be organizational effectiveness and the different ways in which effectiveness can be measured and optimized. Additionally, we will look at the importance of goal setting in organizations, specifically, the different macro approaches used to set goals as well as critical micro steps required to develop and achievable goals. Robbins and Coulter, Ch 7 & 8, Look through Appendix B (Planning Tools and Techniques) Case: Fedex in the Chinese Express Delivery Market Additional Resources on Blackboard: HBR on Strategy (just a resource for your final project, not required reading) Final Project Plan Due Organizational Structure & Managing Teams Week 9 st Thursday, April 21 Even the best considered strategic plans can fail if the organizational structure does not adequately support the attainment of company goals. In this module we will look at the various types of organizational structures and designs found in corporate life. In particular, we will discuss the merits of structuring organizational life around teams rather than individuals. Nasta and Schaefer, 4 & 9 Robbins and Coulter, Ch 10 Complete the “What Team Roles do you Prefer?” (8.5) and “Active Listening Skills Inventory”(9.6) Self Assessments. Guest Speaker on how social networks are changing the nature of management: Frank Mulligan Study Break Program study break from Friday, April 22nd until Sunday, May 1st Week 10 Site Visit: Fedex Field Station th Thursday, May 5 We will leave later in the afternoon so we can visit when the trucks return for routing of packages. Since this is a corporate visit where you will be ambassadors for NYU, please make sure to wear business attire. Readings to be assigned by Fedex prior to visit.
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Management & Organizational Analysis: Spring 2011 Complete “Dutch Test for Conflict Management” (11.5) Self Assessments. Thought Paper Due: Please write a one‐two page thought paper (single spaced) in which you present your reflections on the self‐assessments you have completed. Which ones stand out as being the most insightful? What insights do these assessments give you on the type of manager you think you will one day be? Think reflectively and try to relate the results to actual experiences you have had in leadership/managerial roles (or in observing other leaders) to see if the assessments give you a sense of your strengths or areas for further development. Managing Change and Innovation Week 11 As markets become more integrated and technology increases the speed (Makeup) th of communication, change has become a constant in the workplace. Friday, May 6 Innovation is often a key feature of the change process. In this session we will discuss different types of change, issues in managing change and ways of stimulating innovation in the organization. We will also analyze the ongoing change process of Haier, one of the most successful Chinese firms. Nasta and Schaefer, Ch 14 Robbins and Coulter, Ch 12 Case: Managing Change at Haier: A Complete “Are you Tolerant of Change” (15.4) Self Assessment Group Five Forces Analysis for Final Project Due! Individual Behavior & Motivating Employees Week 12 th Thursday, May 12 One of the key challenges for managers is how to best motivate individuals and groups to exert high levels of constructive effort at the workplace. This involves striking a balance between each individual’s needs and the organization’s goals, with culture, job structure and environmental factors being important variables. As a leader of a team or organization, a manager has to be confident and aware of how to maximize work effort in light of these variables. This session will explore different theories of motivation and discuss current issues in motivation. Robbins and Coulter, Ch 13 & 15 Case: Wolfgang Keller at Konigsbräu‐TAK Complete “MAO-B Organizations-Behavior Inventory” SelfAssessment (just complete the questions but bring the whole inventory with you; I’ll give you time in class to do the scoring). Thought Paper Due: At the beginning of class, please hand in a one-page thought memo on an issue from your experiences in Shanghai that have shifted or shaped your views as an aspiring manager. This can be reflections on things you have observed in Chinese organizations, ideas
New York University in Shanghai
Management & Organizational Analysis: Spring 2011 posed in this or another class, and/or what you have learned as you have come to know Chinese students at ECNU or elsewhere. Since your time in Shanghai is quickly coming to an end, please use this as an opportunity to consider how your experiences in China have changed your frames of reference, and how that change may influence your management studies and career paths when you return home. Control in Organizations and Managing Operations Week 13 Thursday, May 19th The areas of Control and Operations are critical to understanding a manager’s work and what s/he is supposed to do. We will discuss the fundamental elements of controlling, which consist of a three‐step process: measuring, comparing and taking action and we will move on to discuss an organization’s operations management system that controls how an organization’s products are produced and managed. Robbins and Coulter, Chapters 17 and 18
Memorandum Due: Using your experiences in NYU-Shanghai as a student this semester, write a 2 page memo to the Vice Provost of Globalization describing how the Center and future students could be more productive in their experiences here. How can students, the Center administrators/faculty and the University overall better partner to have higher-quality output in student learning overseas so that it enhances the quality of the NYU experience and brand? Do not think of this as a program evaluation where you are a consumer in the Shanghai center, but rather a strategic, productive and insightful analysis where you are one stakeholder in NYU’s efforts to shape itself into a global university. You should write your memo so that it adds value to the institutions/people involved as well as future students. (Note: No one will read the memo besides your professor). In your memo you should try to draw on things you have learned throughout this course, in your readings and what you have learned as a result of your experiences as an overseas student). Final Presentations Week 14 th Thursday, May 26 Course Evaluations Final Written Group Papers Due no later than 4pm! Final Exam nd Thursday, June 2
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