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Argosy University
COURSE SYLLABUS
B6027
Perspectives in Change Leadership
Weekends * Blended
Schedule
November 13, 6:00 p.m. – 9:59 p.m.
Saturday, November 14, 9:00 a.m. – 5:00 p.m.
Sunday, November 15, 9:00 a.m.-1:00 p.m.
Friday, December 5, 6:00 – 9:59 p.m.
Saturday, December 6, 9:00-5:00 p.m.
Faculty Information
Faculty Name: William A. Nowlin, Ph.D.
Campus: Chicago
Contact Information: Telephone no.: 708.261.8811
E-mail wnowlin@argosy.edu
Office Hours: Thursdays, anytime, by telephone, at 708.261.8811 or by appointment on campus.
Short Faculty Bio: Nowlin teaches courses in educational administration, organizational
leadership and business. He has published articles on employee and workplace issues. He holds a Ph.D. in Higher Education (University of
Buffalo), Masters of Public Administration (State University of New York, Brockport), and a MS in Organizational Psychology, (Kansas
State University) and a BA in Business Administration (State University of New York, Empire). He is a professor at Governors State
University (GSU). Nowlin formerly served as Vice President of the U.S. Business School in Prague (Czech Republic), Dean, of the College
of Business and Public Administration (GSU) , and Interim Vice President and CEO of the GSU Foundation. He is a former senior
consultant with Argosy University, Chicago Campus.
Table of Contents
Page Page Page
Important Information 2 Contact Hours / Credit 3 Library 13
Course Pre-requisites 2 Program Outcomes 3 Academic Dishonesty/Plagiarism 13
Course Description 2 Course Objectives 3 Scholarly writing 13
Required Textbook 2 Assignment Table 4 Americans with Disabilities Act Policy 13
Recommended Articles 3 Grading Criteria 12 Statement Regarding Diversity 14
Technology 3 If you miss an on campus or online module 12 Group Project 15
Course length 3 College of Business Mission Statement 12 Team Evaluation Form 24
2
Important Information:
Participation in one Conference Call (optional). The instructor will facilitate a conference call to discuss the syllabus on Saturday, October 31, 7: 00 p.m. C.S.T.
and Monday, November 2, 8:00 p.m. C.S.T. To participate, send me an email at wnowlin@argosy.edu. In the subject line, type: B6027 Conference /insert first
name and last name/ insert date and time of conference call in which you would like to participate. You will receive an e-mail from FREECONFERENCECALL
with telephone number and access code.
For assignments, follow the syllabus and the eCollege Announcement Board instead of assignments in eCollege.
The instructor will post the assignment for each week on the Announcement Board on Sunday of each week. The week (or Module) starts on Thursdays and ends
on Wednesdays.
There will be an online discussion assignment each week.
Most team assignments will be completed in class.
Use the ―Questions for the Professor thread‖ in eCollege to ask questions about the course. Most students can benefit from the answer to a single question.
The term begins on 10/29/09 and ends on 12/19/09.
Course Pre-requisites: None
Course description:
This course focuses on the essence of leadership and management, including the behaviors, attitudes, and perspectives that distinguish leaders. Effective strategies for
developing managers and leaders in the context of modern organizations are emphasized. Leadership dilemmas and issues are analyzed. A multidisciplinary approach
will be used to explore new demands and relevant strategies for effective leadership. Individuals will be helped to identify their leadership style.
Required Textbook:
Yukl, G. A. (2010) Leadership in Organizations (7th
ed.). Prentice Hall. ISBN: 0-13-242431-2
Booth, W, Colomb, G., & Williams, J. M. (2008). The Craft of Research (3rd
Ed.). Chicago, IL: The University of Chicago Press.
ISBN 0226065669
Recommended Articles:
1. Bennis, Warren. The Secrets of Great Groups, Leader to Leader, No.3, Winter 1997
http://leadertoleader.org/leaderbooks/L2L/winter97/bennis.html (extracted 11/6/06)
2. Wheatley, Margaret. Goodbye Command & Control, Leader to Leader, No.5, Summer 1997
http://leadertoleader.org/leaderbooks/L2L/summer97/wheatley.html (extracted 11/6/06)
3. Winning at Change: John Kotter: Leader to Leader, No.10, Fall 1998 http://leadertoleader.org/leaderbooks/l2l/fall98/kotter.html
(extracted 10/15/06)
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4. Collins, Jim. The 10 Greatest CEOs of All Time: (cover story) Fortune, 7/21/2003, Vol. 148 Issue 2, 54
http://web.ebscohost.com/ehost/detail?vid=64&hid=11&sid=50cbf61b-c5a7-4fd5-aea6-8d4e51b9371b%40sessionmgr2
(extracted 10/15/06)
5. Bono, J. E., Boles, T. L., Judge, T. A., & Lauver, K. J. (2002). The role of personality in task and relationship conflict. Journal of Personality, 70(3), 311 – 344
6. Gibson, C. B. (1995). An investigation of gender differences in leadership across four countries. Journal of International Business Studies, 26(2), 255 – 279
Technology: Pentium III CPU/ Windows 98; 128MB RAM printer; Microsoft Office; Acrobat (full version); Microsoft Internet Explorer 5.5 (PC), 5.0 (MAC), or
Netscape Navigator 4.08; Norton Antivirus.
Course length: 7.5 Weeks
Contact Hours: 45 Hours
Credit Value: 3.0
Program Outcomes:
1. Communication
1.1. Oral/Written – Present business information orally and in writing using appropriate technology that is concise, clear, organized, supported, and persuasive in a
professional manner appropriate to the business context
2. Critical Thinking/Problem Solving
2.1. Critical Thinking – Incorporate and synthesize information, theory, and practice in order to implement appropriate business actions
2.2. Problem Solving/Decision Making – Given a business situation, diagnose the underlying causes of the situation, evaluate possible solutions, and determine
and defend appropriate course of action
2.3. Information Literacy – Access information from a variety of sources, evaluate the credibility of the sources, and apply that information to solve business
problems
3. Team
3.1. Leadership – Describe the requirements of team members and leaders to work effectively and creatively in achieving team goals
3.2. Collaboration – Collect, categorize, and consider the views of all stakeholders
4. Ethics
4.1. Ethics – Identify the ethical principles related to personal and corporate behavior in specific business situations and explains the potential consequences
5. Diversity
5.1. Diversity – Identify the impact of both cultural and economic factors on the modern enterprise and explain the potential consequences
6. Analysis/Application
6.1. Applied Technology – Select and defend business technology solutions to typical business problems
6.2. Integration – Describe the interrelationship of the functional business areas of statistics, accounting, finance, marketing, operations, and strategy within the
context of specific organizational goals
Course Objectives:
1. Analyze, compare and contrast leadership theories and concepts (Program Outcomes: 1.1; 3.1; 3.2; 4.1; 5.1)
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2. Assess dilemmas facing organizational leaders with an emphasis on ethics, power, and achieving organizational goals. (Program Outcomes: 1.1; 3.1; 3.2; 4.1; 5.1
3. Analyze and apply effective management and leadership strategies that deal with current organizational demands. (Program Outcomes: 1.1; 3.1; 3.2; 4.1; 5.1)
4. Explore the current behaviors, attitudes and perspectives of leaders. (Program Outcomes: 1.1; 3.1; 3.2; 4.1; 5.1)
5. Reflect and support one’s personal leadership style. (Program Outcomes: 3.1; 3.2)
Assignment Table
Module Topics Readings Assignments
The individual assignments in each module, in this
column, except for M1:A01 and M8:A2, will culminate in
a Self-Development Plan.
Team Assignments
Time will be provided in class for
teams to work on the team
assignments.
1
Thurs.
10/29
Introduce SFL
Guidelines &
Process –
Scenario and
Storyboards
STUDENT SFL Guide.doc
Leadership
Characteristics
Leadership
Traits
Ethical issues
Leadership in
Organizations:
Chapter One: The Nature of
Leadership
Chapter Two: The Nature of
Managerial Work
From Argosy University
online library read the
articles below to get an
overview of the differences
between leadership and
management and what
leaders do.
Rowe, W. G. (2001).
Creating Wealth In
Organizations: The Role of
Strategic Leadership.
Academy of Management
Executive, 15(1), 81 – 94.
M1: Assignment 01 - Autobiography
Write approximately 100 words to describe yourself to
your instructor and peers. Please include your name, career
goals, employment or other history you would like to
share, and number of courses completed. You may also
want to share difficult leadership positions you have held
or observed. Also, indicate what writing skills you feel
you need the most guidance and your knowledge of APA.
Copy and paste by Friday, October 29, 2009.
Read your classmates’ introductions and
respond to one by Saturday, October 31, 2009.
M1: Assignment 1 - Individual: Leader or Manager?
Think of a person you have reported to in the past. Based
on your idea of leadership, analyze whether that person
was a manager or a leader. Give examples to support your
answer and also demonstrate why either the concept of
leadership or management is more applicable to that
person. Conduct a STAR analysis of the person’s actions
Weekend one
M1: A2 Team Formation Choose a leader/coordinator and
co=leader/co-coordinator for your
team.
For detailed information, see the in
project description at the end of the
syllabus.
5
Zaleznik, A. (2004).
Managers and leaders: are
they different? Harvard
Business Review, 82(1), 74 –
81.
Kotter, J. P. (2001). What
leaders really do? Harvard
Business Review, 79(11), 85
– 96.
to arrive at your conclusion by creating their STAR
matrix. Present the points as bulleted lists in the cells in
the STAR matrix.
Starmatrix[2].doc
By Wednesday, November 4, copy and paste in
M1: A1 on the Discussion Board.
Bring the assignment to class; be prepared to
discuss your Starmatrix in class on the first
weekend.
2
Thurs.
11/5
Leadership Theories
Trait Theory
Behavior
Theory
Attitude Theory
Motivation
Theory
Leadership
Theory
Influence
Theory
Leadership Theories
and how they
Influence:
Power
Politics
Networking
Negotiation
Leadership in
Organizations:
Chapter 6: Power and
Influence
Chapter 8: Early
Contingency Theories of
Effective Leadership
Chapter 9: Charismatic and
Transformational
Leadership
M2: Assignment 1 - Write a 2 page paper, with at least
three references, in APA format, on the theories assigned
to you (see Announcement Board).
1. Trait Theory
2. Behavior Theory
3. Attitude Theory
4. Motivation Theory
5. Leadership Theory
6. Influence Theory
Use the Argosy online library to do your research:
http://library.argosy.edu/misc/onlinedblist.html.
The Purdue University site is a good source for APA
format:
http://owl.english.purdue.edu/owl/resource/560/01/
By Monday, November 9, copy and paste on
the Discussion Board.
By Wednesday, November 11, comment on the
post of one peer.
Bring your 2-3 page paper to class on the first
weekend; Students will be randomly selected to
Weekend one
M2: A2 Marcom Preliminary
Analysis As a team, create an abstract, double
spaced and one page in length, which
would present a preliminary analysis of
Marcom’s problems. Apply various
leadership theories to identify the
probable problem zones in Marcom
leadership and also use the theories to
identify the possible solution path.
Solutions should be indicative, and you
are not expected to offer micro-level
directions.
For detailed information, see the in
project description at the end of the
syllabus.
6
present/lead discussion on the theories
assigned.
3
Thurs.
11/12
Note:
The
class
meets
on
campus
this
week-
end.
Contingency
Leadership Theory
Team Leadership
Communication
Coaching
Conflict Skills
Leadership in
Organizations:
Chapter 5: Dyadic Role
Making, Attributions and
Followership
Chapter 11: Leadership in
Teams and Decision Groups
Chapter 14: Ethical
Leadership and Diversity
From the Argosy University
online library, read the
following article for an
overview on Virtual Teams.
Kerber, K. W., Buono, A.F.
(2004). Leadership
challenges in global virtual
teams: lessons from the field.
SAM Advanced Management
Journal, 69(4), 4-10
M3: Assignment 1- Individual:
Review Marcom case so that you will be an effective
contributor in team discussions in class on this weekend.
Weekend one
M3: A2 Managing Team Marcom
As a team, analyze the given scenario
and create a one to two page double-
spaced report compiling your findings
and solutions for problems in team
leadership in Marcom. Complete the
listed tasks to create the report.
For detailed information, see the in
project description at the end of the
syllabus.
By Wednesday, November
18, the team leader will copy
and paste a one page
summary of the team’s
conclusions.
By Friday, November 20,
each student should
comment or ask a question of
about the post of your team
or another team.
The team should designate
two members to respond to
any questions asked of the
team.
4
Thurs.
11/19
Leadership
Styles
Dyadic
Relationships
Fellowship
Leadership in Organizations:
Chapter 3: Perspectives on
Effective Leadership
Behavior
Chapter 4: Participative
M4: Assignment 1 - Individual: Identifying Leadership
Style
Consider the person you analyzed in the first assignment
"Leader or Manager?" in Module 1. In that exercise, you
identified whether the person was a manager or a leader.
In this assignment, you have to identify the leadership
Weekend one
M4: A2 Changing Leadership Style
As a team, analyze the given scenario
and create a one-page letter proposing a
coaching strategy for Sarah.
7
Delegation
Managing
Change
Leadership, Delegation and
Empowerment
From the Argosy University
online library, read the
following article for an
overview on Situational
leadership style.
Yeakey, G. W. (2002).
Situational leadership.
Military Review, 82(1), 72.
style of that person.
Apply what you learned on leadership styles from the
textbook to analyze the modus operandi of the person you
have chosen. Be neutral and try to identify the style of that
person by analyzing examples of their behavior. Present
the points as bulleted lists in the cells in the STAR Matrix.
Starmatrix
By Wednesday, November 25, submit to
dropbox M4.A1.
For detailed information, see the in
project description at the end of the
syllabus.
Special writing focus:
Plagiarism exercise.
Paraphrasing and Quoting
Exercise.
Evaluating Databases Discussion
Prepare to discuss the
contents of the letter in class.
By Monday, November 23,
copy and paste the team’s
letter on the M4:A2
Discussion Board
By Wednesday, November
25, comment on the letter of
your team or another team.
5
Thurs.
11/26
Strategic
Leadership
Charismatic
Leadership
Transformation
al Leadership
Leadership and the Art of
Change: A Practical Guide
to Organizational
Transformation:
Chapter 3: Vision:
Motivating Change
Chapter 4: Plans: Mapping
Change
M5: Assignment 1 - Individual: Identify Your Style
Complete the following tasks to work on your Self-
Development Plan.
Conducting online research on the following instruments
assigned to you (see Announcement Board):
1. Myers-Briggs Type Indicator (MBTI) http://www.humanmetrics.com/cgi-win/JTypes2.asp
2. Ken Blanchard Leader Behavior Analysis (LBAII®)
http://www.geocities.com/athens/forum/1650/qblanch
ard.html
3. Kolb Learning Style Inventory
http://nwlink.com/~donclark/hrd/styles/learn_style_su
Weekend Two
M5: A2 Mid-Project Assessment
As a team, compile the findings from
the first four modules in a report of
approximately three pages in a Word
document. Using the Mid-Project
Assessment document, demonstrate
your progress in identifying the
problem areas and solutions strategies
for Marcom.
The team will give a report in class.
For detailed information, see the in
8
rvey.html
or
http://www.learning-styles-
online.com/inventory/userInfo.asp
4. Thomas-Kilman Conflict Mode Instrument (http://academic.engr.arizona.edu/vjohnson/ConflictManagementQuestionnaire/ConflictM
anagementQuestionnaire.asp
Write a 2 page paper, with at least three references, in
APA format, on the instrument assigned to you.
Use the Argosy online library to do your research:
http://library.argosy.edu/misc/onlinedblist.html.
The Purdue University site is a good source for APA
format:
http://owl.english.purdue.edu/owl/resource/560/01/
For your assigned instrument, identify:
1. Outcomes of each of the instruments (what does it
measures overall?)
2. Aspects of leadership each of the instruments
addresses (what are the dimensions it measures?)
Be prepared to give an expert’s perspective on
the instrument assigned to you in class on
Weekend Two.
By Monday, November 30, copy and paste
your paper on the M5: A1 Discussion Board.
Read posts of your peers.
Complete each assessment for each of the above
categories. For your Self-Development Plan,
Individually prepare your Self-Development Plan. Each
section will deal with one of the four instruments. Each
section will contain three brief paragraphs to address:
1. Your Type/Style/Practice
2. Characteristics of Your Type/Style/Practice
project description at the end of the
syllabus.
9
3. Rationale for Your Conclusion
Remember to connect the paragraphs within a section. Use
established APA guidelines.
This paper is due in Module 7.
6
Thurs.
12/3
Note:
The
class
meets
on
campus
this
week-
end.
Managing
Crisis
Leadership and the Art of
Change: A Practical Guide
to Organizational
Transformation:
Chapter 5: Implementation:
Producing Change
Chapter 6: Follow-through:
Institutionalizing Change
From the Argosy
University online library read the following article for
an overview of human
dilemmas.
Zaleznik, A. (1963). The
human dilemmas of
leadership. Harvard
Business Review, 41(4), 49
– 55
M6: Assignment 1 - Individual: Understanding
Dilemmas
Conduct online research on the dimension you are
assigned (see Announcement Board).
1. Human Dilemmas
2. Task versus Relationship
3. Empowerment versus Control
4. Getting Results versus Building Capacity
5. Shared vision versus Diversity
6. Self versus Team Interests
Write a 2 page paper, with at least three references, in
APA format, on your assigned dilemma. Identify possible
conflict points in the dilemma and provide a solution
strategy of your own.
Use the Argosy online library to do your research:
http://library.argosy.edu/misc/onlinedblist.html.
The Purdue University site is a good source for APA
format:
http://owl.english.purdue.edu/owl/resource/560/01/
NOTE: In this assignment, the emphasis is not on
information gathering, but on understanding the issues
and dilemmas, and developing one’s own point of view.
Bring your paper to class. You will make a
presentation or lead discussion on the
dilemma you are assigned.
Weekend Two
M6: A2 Solving Dilemmas
As a team, analyze the given scenario
and create a team PowerPoint
presentation (with an introduction,
conclusion and the SAR* framework in
a minimum of six slides) addressing the
leadership dilemmas in Marcom.
For detailed information, see the in
project description at the end of the
syllabus.
10
By December 7, copy and paste on the
Discussion Board.
7
Thurs.
12/10
Organizational
Cultures &
Leadership
Leading a
Diverse
Organization
Leadership in
Organizations:
Chapter 15: Overview and
Integration
From the Argosy
University online library
read the following articles.
Collins, J. (2001). Good to
great. Fast Company, (51),
90 – 104
Collins, J. (2001). Level 5
leadership. Harvard
Business Review, 79(1), 66
– 76
Goleman, D. (2000).
Leadership that gets results.
Harvard Business Review,
78(2), 78 – 90
(For leadership
effectiveness)
Conger, J. A., Fulmer, R. M.
(2003). Developing your
leadership pipeline. Harvard
Business Review, 81(12), 76
– 84
(For leadership
development)
Kanter, R. M. (2003).
Leadership and the
psychology of turnarounds.
Harvard Business Review,
81(6), 58 – 67
M8: Assignment 2 -Self-Development Plan
Review your Self-Development Plan. It should be a
double-spaced three-page document. It should answer the
following questions:
Page 1: Where are you now with regard to
leadership? (Your Personal Leadership Inventory)
Page 2: Where do you want to be? (Apply your
learning from all the modules to identify your
leadership goals)
Page 3: How will you accomplish that? (The actual
roadmap for your SMART* leadership goals)
*SMART goals are Specific, Measurable, Attainable,
Results-Oriented, and Time-Oriented.
By Monday, December 14, submit your Plan in
the dropbox M8.A2.
By Monday, December 14, complete the Team
Evaluation Form. Submit in dropbox M8:A4.
Weekend Two
M7: A1 TEAM project: Executive
Summary
TASK 1: Submit a one-page executive
summary and the TEAM’s
Organizational Change Proposal.
By December 14, one
member of the team will
submit your Organizational
Plan in the dropbox on
M7:A1.
11
(For turning an organization
around)
8
Thurs.
12/17
Learning
Organizations
SFL Synthesis
Assignment 3: Course-End Discussion
Post your comments (at least 100 words each) on the
following discussion questions.
How has the course changed your perspective on the
relationship between leadership and change?
What is your one major learning that you can apply in
real life?
How will your experience of SFL help you translate
your learning into actions?
If there were one thing that you could change about
the course, what would that be?
By Friday, December 18, complete this M8:A3
Discussion Board assignment in eCollege.
M8: Assignment 1: Course Project
Presentation
Complete the following tasks to present
the Course Project.
For this presentation, identify the key
points from the Proposal and fit them
into the SAR framework. Remember
that the PowerPoint presentation should
be modeled on real-life boardroom
presentations, rather than sounding
academic.
Slide 1: Situation
Slide 2: Situation
Slide 3: Action
Slide 4: Action
Slide 5: Recommendation
Slide 6: Recommendation
If a team is ready to present
on the second weekend,
notify the instructor no later
than Wednesday of the week
in which the weekend class
will begin.
12
Grading Criteria
Grade Range Course Score
Range
Activity
Points % of Grade
A 100 -93 713 - 669
Attendance/participation/assignments
(on campus) Weekend 1, 140 pts
Weekend 2, 140 pts
280 38%
A- 92 – 90 656 - 642
B+ 89 – 88 635 - 627 Weekly Assignments (online)
M1:A01, M2:A1, M3:A1, M4:A1, M5:A1,
M6:A1, M7:A1, M8:A2, M8:A3, M8:A4
241 34%
B 87 – 83 620 - 592
B- 82 – 80 585 - 570 Final project
M1:A2, M2:A2, M3:A2, M4:A2 = 120 pts
M5:A2, M6:a2, M8:A = 72 pts
192 28%
C+ 79 – 78 563 - 556
C 77 – 73 549 -520
Total 713 100%
C- 72 – 70 513 - 499
F 69 and
below
491
Writing excellence and APA format are expected in all online and paper assignments.
If you miss an on campus module or an online module, submit a scholarly paper in response to each discussion question for the module in question. If not stated in the
module, the length of the paper will be five pages, plus cover page, reference page and appendices (if any). Given the interaction in each class, when you are absent
there is a degree of learning/application that does not occur and cannot be duplicated, recovered or substituted, and there is a degree of contribution to the learning of
others that does not occur and cannot be duplicated, recovered or substituted. Therefore, only 85% of points for the missed module are available upon submission of the
paper.
College of Business Mission Statement
The Argosy University College of Business is dedicated to providing practical, evidence-based, high-quality, solutions-focused business programs at the undergraduate
and graduate level, as well as continuing business education and specified certificate training to business practitioners and educators in public, private, and non-profit
sectors across industries. All undergraduate and graduate programs of the College of Business are designed for the business practitioner and business educator, to instill
excellence of execution in knowledge, skills, and ethical values relevant to today’s global business environment. The inherent goal of these academic programs is to
foster values of social responsibility in a supportive, learning-centered environment of mutual respect and professional excellence.
13
Library:
All resources in Argosy University’s online collection are available through the Internet. The campus librarian will provide students with links, user IDs, and
passwords.
Library Resources: Argosy University’s core online collection features nearly 21,000 full-text journals and 23,000 electronic books and other content covering all
academic subject areas including Business & Economics, Career & General Education, Computers, Engineering & Applied Science, Humanities, Science, Medicine &
Allied Health, and Social & Behavior Sciences. Many titles are directly accessible through the Online Public Access Catalog at http://library.argosy.edu. Detailed
descriptions of online resources are located at http://library.argosy.edu/misc/onlinedblist.html.
In addition to online resources, Argosy University’s onsite collections contain a wealth of subject-specific research materials searchable in the Online Public Access
Catalog. Catalog searching is easily limited to individual campus collections. Alternatively, students can search combined collections of all Argosy University
Libraries. Students are encouraged to seek research and reference assistance from campus librarians.
Information Literacy: Argosy University’s Information Literacy Tutorial was developed to teach students fundamental and transferable research skills. The tutorial
consists of five modules where students learn to select sources appropriate for academic-level research, search periodical indexes and search engines, and evaluate and
cite information. In the tutorial, students study concepts and practice them through interactions. At the conclusion of each module, they can test their comprehension and
receive immediate feedback. Each module takes less than 20 minutes to complete. Please view the tutorial at http://library.argosy.edu/infolit/
Academic Policies
Academic Dishonesty/Plagiarism: In an effort to foster a spirit of honesty and integrity during the learning process, Argosy University requires that the submission of
all course assignments represent the original work produced by that student. All sources must be documented through normal scholarly references/citations and all work
must be submitted using the Publication Manual of the American Psychological Association, 5th
Edition (2001). Washington DC: American Psychological Association
(APA) format. Please refer to Appendix A in the Publication Manual of the American Psychological Association, 5th
Edition for thesis and paper format. Students are
encouraged to purchase this manual (required in some courses) and become familiar with its content as well as consult the Argosy University catalog for further
information regarding academic dishonesty and plagiarism.
Scholarly writing: The faculty at Argosy University is dedicated to providing a learning environment that supports scholarly and ethical writing, free from academic
dishonesty and plagiarism. This includes the proper and appropriate referencing of all sources. You may be asked to submit your course assignments through
―Turnitin,‖ (www.turnitin.com), an online resource established to help educators develop writing/research skills and detect potential cases of academic dishonesty.
Turnitin compares submitted papers to billions of pages of content and provides a comparison report to your instructor. This comparison detects papers that share
common information and duplicative language.
Americans with Disabilities Act Policy
It is the policy of Argosy University to make reasonable accommodations for qualified students with disabilities, in accordance with the Americans with Disabilities Act
(ADA). If a student with disabilities needs accommodations, the student must notify the Director of Student Services. Procedures for documenting student disability
and the development of reasonable accommodations will be provided to the student upon request.
14
Students will be notified by the Director of Student Services when each request for accommodation is approved or denied in writing via a designated form. To receive
accommodation in class, it is the student’s responsibility to present the form (at his or her discretion) to the instructor. In an effort to protect student privacy, the
Department of Student Services will not discuss the accommodation needs of any student with instructors. Faculty may not make accommodations for individuals who
have not been approved in this manner.
The Argosy University Statement Regarding Diversity
Argosy University prepares students to serve populations with diverse social, ethnic, economic, and educational experiences. Both the academic and training curricula
are designed to provide an environment in which students can develop the skills and attitudes essential to working with people from a wide range of backgrounds.
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Group Project
Most team assignments will be completed in class.
Module 1: Assignment 2 - Team Formation
Choose a leader/coordinator for your team and rotate that role every two weeks. Rotating the team leader’s role ensures that every team member is given an
opportunity to handle leadership responsibilities.
Meet with your team and determine how you will address the Marcom scenario. By Week 8, you are expected to create and submit an “Organizational Change
Proposal for Leadership” in Marcom. It should incorporate the concepts covered in the course, demonstrate an understanding of the decision-making tools chosen by
the team to evaluate the problem, and provide a narrative that demonstrates critical thinking skills.
Create a plan to define the problem in the given scenario, assess and evaluate relevant data, provide solutions strategy, identify execution methods for the strategy, and
review the solution provided by your team.
B6027 - Marcom Scenario.doc
Start the following tasks.
TASK 1: Virtual Team Agreement and Learning Team Charter
Each team member will review and sign the Virtual Team Agreement document and use the Learning Team Charter documents to track and record teamwork
throughout the project. Remember, as in the workplace, you will be evaluated on your individual and teamwork abilities and participation. A thorough project plan will
identify if any team member strays off track and jeopardizes the grade of the team on this project.
Virtual_Team_Agreement
TASK 2: Group Assignment Responsibility
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The Group Assignment Responsibility document is a team assessment instrument, which will be used throughout the duration of the course to determine how well your
team works together and how each team member performs. The team leader should complete PART 1 each week, after discussing communication methods and team-
task allocation with the team members. The leader should complete PART 2 at the end of each week, after assignment submission. Submit a completed group
assignment responsibility document at the end of every week.
Group_Assignment_Responsibility
Module 2: Assignment 2 - Marcom Preliminary Analysis
As a team, create an abstract, double spaced and one page in length, which would present a preliminary analysis of Marcom’s problems. Apply various
leadership theories to identify the probable problem zones in Marcom leadership and also use the theories to identify the possible solution path. Solutions should
be indicative, and you are not expected to offer micro-level directions.
As a team, create an abstract, double spaced and one page in length, which would present a preliminary analysis of Marcom’s problems. Apply various leadership
theories to identify the probable problem zones in Marcom leadership and also use the theories to identify the possible solution path. Solutions should be indicative, and
you are not expected to offer micro-level directions.
To create the abstract, complete the following tasks. Using the Group Assignment Responsibility document (see below), the team leader should distribute the tasks
among the team members.
AU_B6027_Group_Assignment_Responsibility.doc
TASK 1: Identify the fundamental theoretical leadership issues in Marcom.
TASK 2: Identify the possible theories that could provide a foundation for the solutions strategy.
TASK 3: Identify the broad level issues with team leadership, leadership styles, and leadership dilemmas in Marcom.
The team leader should collate the responses from the team and create the abstract. The abstract should have five sections:
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Section 1: Introduction
Section 2 – 4: Tasks 1 to 3
Section 5: Conclusion
The team leader will add the Introduction and the Conclusion.
Module 3: Assignment 2 - Managing Team Marcom
As a team, analyze the given scenario and create a one to two page double-spaced report compiling your findings and solutions for problems in team leadership
in Marcom. Complete the listed tasks to create the report.
Scenario: The Human Resources department conducted a social climate survey in Marcom. The survey shows a high level of dissatisfaction among the mid-level
executives. Whereas the mid-level executives have pointed out that there is a communication gap between them and the seniors, the senior management is of the opinion
that there is too little respect for authority.
Unit Materials: Download these materials and analyze them to uncover the issues of team leadership and the nature of the problem in Marcom.
E-mails from Marcom employees
AU_B6027_emails.pdf
Social-climate survey presenting the
employee-satisfaction index
AU_B6027_Socialclimatesurvey.pdf
Using the Group Assignment Responsibility document, the team leader should distribute the following tasks among the team members.
Task 1: Identify the conflict areas in the given scenario.
Task 2: Identify the solutions.
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Task 3: Validate the findings with proof.
The team leader should collate the responses from the team and create the report. Use current established APA style and format.
Module 4: Assignment 2: - Changing Leadership Style
As a team, analyze the given scenario and create a one-page letter proposing a coaching strategy for Sarah.
Scenario: Sarah Lockhart has been a very successful head of the Dallas branch of Marcom. Employees in her branch had a performance graph better than the average
across all Marcom branches. She personally knows most of the dealers in the telecommunication hardware industry in Texas. After the multinational mergers, she was
made the EVP & GM for Asia. She could not repeat her success story there. Although she was high on productivity, complaints started pouring in about her leadership.
Unit Materials: Download the following unit materials for analyzing the scenario.
Sarah’s performance review
AU_B6027_Sarahsperformancereview.pdf
360o feedback for Sarah
AU_B6027_360degreefeedback.pdf
Using the Group Assignment Responsibility document, the team leader should distribute the following tasks among the team members. Each task should be addressed in
a separate section of the paper submitted for grading.
TASK 1: Analyze Sarah’s problem from the perspective of leadership styles.
TASK 2: Encourage her to consider various approaches in leadership style.
TASK 3: Help her change her own leadership style for the better.
The team leader should collate the responses from the team and create the letter. Present the coaching strategy tactfully and in a doable format. Use the standard APA
guidelines.
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Module 5: Assignment 2 - Mid-Project Assessment
As a team, compile the findings from the first four weeks of class in a report of approximately three pages in a Word document. Using the Mid-Project
Assessment document, demonstrate your progress in identifying the problem areas and solutions strategies for Marcom.
Mid-ProjectAssessment
Complete the following tasks for a mid-term assessment of the Course Project.
TASK 1: Using the Group Assignment Responsibility document, the team leader should distribute the task of completing Steps 1 and 2 in the Mid-Project Assessment
document among the team members. Ensure that the compilation is carried out as a team effort, rather than by only one team member.
TASK 2: Team members should submit their contributions—Step 1 (including Parts 1 and 2) and Step 2 in the Mid-Project Assessment document—to the team leader.
TASK 3: The team leader should compile steps in a report of approximately three pages in a Word document.
Page 1: Step 1 (Part 1)
Page 2: Step 1 (Part 2)
Page 3: Step 2
Use current established APA guidelines.
Module 6: Assignment 2 - Solving Dilemmas As a team, analyze the given scenario and create a team PowerPoint presentation (with an introduction, conclusion and the SAR* framework in a minimum of six
slides) addressing the leadership dilemmas in Marcom.
* SAR = (Situation, Action, and Recommendation)
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Scenario: In the latest Quarterly Review, Marcom’s report shows a rather flat performance line. Post merger, Marcom’s vision statement was not revised to address any
emerging issues. The CEOs article in the Quarterly Review suggested that the only concrete step to be taken is the realignment of the workforce according to Marcom’s
needs and letting go of surplus manpower.
Unit Materials: Download the following materials for your analysis of the nature of the problem in Marcom.
Excerpts from the transcript of CEO’s teleconference in the Quarterly Review
AU_B6027_Ceospeech.pdf
Excerpts from Marcom’s Annual Report
AU_B6027_Excerptsfrommarcomannualreport.pdf
Profiles of senior executives
AU_B6027_Profilesofseniorexecutives.pdf
Using the Group Assignment
Responsibility document, the team leader should distribute the following tasks among the team members.
TASK 1: Identify the possible leadership dilemmas and issues in the given scenario and the ways of solving them.
TASK 2: Identify a cross-functional / cross-divisional four-member team using the project and unit materials. This team should consist of individuals from different
departments and with specific skills that may help Marcom solve the dilemmas and issues.
TASK: Identify the outcomes expected of this team.
The team leader should collate the responses from the team and create a PowerPoint presentation that includes:
Slide 1: Introduction
Slide 2: SAR Framework: Situation
Slide 3: SAR Framework: Action
Slide 4: SAR Framework: Recommendation
Slide 5: SAR Framework: Recommendation
Slide 6: Conclusion
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Module 7: Assignment 2 - TEAM project: Executive Summary
TASK 1: For M7, you have to submit a one-page executive summary of the TEAM’s Organizational Change Proposal.
Do note that for the final version of the Organizational Change Proposal, you will have to submit the final Proposal as (1) a PowerPoint presentation (six slides) AND
(2) a Word document (ten pages). You will be evaluated on both the PowerPoint Presentation and the Word document copy of the proposal.
To begin the final version of your Organizational Change Proposal, so that you might complete the Executive Summary, follow the following steps:
Using the Group Assignment Responsibility document, the team leader should distribute the Tasks 1, 2 and 4 among the team members. Task 2 is a composite task with
four components, which need to be subdivided further. The team leader should complete Task 3.
TASK 1: Research and report to the group on:
1. Organizational Change Models that include the qualitative and the quantitative dimensions
2. Evaluation frameworks to assess the efficacy of a solution
TASK 2: Based on your analysis of the problems in Marcom over the last six weeks, start creating an Organizational Change Proposal in the area of leadership for
Marcom. Apply the knowledge of Change Models and Evaluation Frameworks to assess your solution according to the common industry practices.
Components of the Organizational Change Proposal:
1. A Cover Letter
2. A one-page executive summary of the proposal
3. The proposal (following the SAR* framework)
4. Detailed analysis (including rationale, evidence, and precedents)
* SAR = (Situation, Action, and Recommendation)
While creating the Proposal, remember to:
1. Evaluate the findings of the previous weeks for various scenarios in Marcom.
2. Decide if the solutions suggested at the unit level can be implemented at an organizational level.
Cover the following key areas in the solution given in your proposal:
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1. Team Leadership
2. Leadership Styles
3. Training Requirements Regarding Personal Leadership Styles
4. Leadership Dilemmas
5. Organizational Leadership
Use the Organizing Project to collate the findings from previous weeks. You had completed Steps 1 and 2 in the Organizing Project document for the Mid-Project
Assessment. Many of Marcom's problems and their solutions are listed here. Revisit those solutions and determine their efficacy from an organizational perspective.
Organizing_Course_Project
TASK 3: The team leader should collate the responses from the team and create the one-page executive summary of the Proposal. Follow the standard APA guidelines.
As a team, you will continue developing the proposal throughout the week. Feedback on the executive summary will provide you with recommendations for
enhancements and confidence in your approach as you continue to build on the proposal. Follow the standard APA guidelines. Ensure that the compilation of the
Proposal is completed by the end of the week. Next week, you will conduct a final review of the Proposal and the PowerPoint presentation that you start creating this
week.
TASK 4: Start creating the PowerPoint presentation. For this presentation, identify the key points from the Proposal and fit them into the SAR framework. Remember
that the PowerPoint presentation should be modeled on real-life boardroom presentations, rather than sounding academic.
Slide 1: Situation
Slide 2: Situation
Slide 3: Action
Slide 4: Action
Slide 5: Recommendation
Slide 6: Recommendation
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Module 8: Assignment 1 - TEAM project: Course Project Presentation
Complete the following tasks and submit the Course Project. In order to get credit for the assignment.
TASK 1: As a team, review the PowerPoint Presentation that you started creating last week and edit it.
For this presentation, identify the key points from the Proposal and fit them into the SAR framework. Remember that the PowerPoint presentation should be modeled on
real-life boardroom presentations, rather than sounding academic.
Slide 1: Situation
Slide 2: Situation
Slide 3: Action
Slide 4: Action
Slide 5: Recommendation
Slide 6: Recommendation
TASK 2: As a team, review the Word document copy of the Organizational Change Proposal and submit it to the instructor.
This deliverable will be graded according to the Course Project Grading Criteria. Download and follow the document for better results.
AU_B6027_Courseprojectgradingcriteria.pdf
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Team Evaluation Form
Instructions:
1. Use the rubric to evaluate all team members, including yourself. Note that the default rating is ―very good‖ – if every team member performed at that level on all
criteria, the team would be very successful. ―Excellent‖ ratings are special recognition of outstanding contributions.
2. Try to keep the ratings for each of the criteria distinct. Just because a team member is horrible or outstanding in one area, do not let it affect your ratings on other
areas.
3. Ideally, the contents of this report should show how the complementary contributions from different people came together to make the project better/worse.
4. The instructor will review these forms and hold appropriate discussions before assigning final project scores.
Criteria 1= Unacceptable 2 = Marginal 3 = Very good 4 = Excellent
Quality of work Work was not usable,
or regularly needed
major rework
Work often had flaws and
omissions that needed fixing
Generally high quality of
work, only occasional fixes
needed
Amazingly good output, well beyond expectations
Quantity of work Did hardly any work. Contributed OK, somewhat
less than their share.
Worked hard, carried their
share of the load.
Considerable extra work, more than their share.
Initiative,
creativity,
Expertise,
leadership
Made practically no
contributions in any of
these areas.
Mostly passive participant,
occasionally had interesting &
useful inputs.
Significant source of ideas and
energy, took initiative as
needed.
Ideas / energy / leadership provided were a huge
reason for team success.
Dependability and
meeting
commitments
Could not be counted
on at all.
Usually met commitments.
Needed some reminders or
follow-up.
Conscientious about
commitments. Very
dependable.
Went out of the way to pick up slack for others who
miss commitments.
Interaction,
supporting other
team members,
sharing
information
Was a major problem
to interact and work
with.
Some interaction problems,
unhelpfulness, or failure to
communicate.
Interacted well with others,
helpful, flexible, pleasure to
work with.
Went out of the way to help teammates and enable
them to contribute.
Team meetings:
participation,
punctuality
Often missed meetings,
little participation in
discussions and
activities
Participation spotty: blew off
some meetings, not always
participative
Participated fully in all team
activities, nearly always on
time
Drew out others and ensured that everyone
participated.
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Submit this form in the dropbox no later than December 14.
Team members Name1
(yourself) Name2 Name3 Name4 Name5 Name6
Quality of work
Instructions:
A. Insert your name in the first column.
B. Insert names of team member.
C. Insert a value of 1 – 4 for each criterion,
using the scale below.
Quantity of work
Initiative, creativity,
Expertise, leadership
Dependability and
meeting commitments
Interaction, supporting
other team members,
sharing information
4= Excellent – Did everything well, and added some outstanding contributions!
Team meetings:
participation,
punctuality
3= Very Good - Consistently good contributions,
valuable member of the team.
Overall Contributions
Rating
2= Marginal – Sometimes failed to show up or
complete assigned work, often unprepared.
Comments / Feedback
(Make sure to
identify/appreciate the
positives, as well as
pointing out areas for
improvement)
1= Unacceptable – Often failed to show up or
complete assignments, a problem to work with.
This form was modified based on the following source:
SE 362 Peer evaluation template. (n.d.). Retrieved October 20, 2009, from
http://www.google.com/search?sourceid=navclient&ie=UTF-8&rlz=1T4ADRA_enUS342US342&q=team+evaluation+rubric
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