LEADERSHIP & MANAGEMENT
MANA 5320
October 2007
Executive MBA Program
Both Leadership and Management are endeavors that involve working with and through people to accomplish the goals of an organization (whether it be a business firm, hospital, manufacturing plant, or government agency). This course will focus on effectively working with people to achieve the goals of the organization in a manner that benefits all parties involved.
Objectives of the Course:
During the session, the student will hopefully progress toward attainment of the following objectives:
1. Develop a basic understanding of the challenges of leadership and management
2. Comprehend the relationships between the organization and its environments (task, economic, technological, and social).
3. Recognize the applicability of management concepts to nearly all forms of organizational behavior.
4. Understand individual and small group behavior and the impact of organized collective behavior on the individual, the organization, and society.
5. Become acquainted with managerial decision-making through the study of typical situations in organizations.
6. Develop greater skill in decision making, particularly in human problem situations, through emphasis on:
a. Observing and becoming sensitive to potential problem situations;
b. Diagnosing problem situations;
c. Identifying and stating a problem(s);
d. Selecting a course of action from a set of alternative solutions;
e. Implementing and monitoring a chosen course of action.
7. Develop a personal philosophy of managing employees that will enable one to perform effectively as a leader and manager.
Required Text and Study Materials:
One text, six management cases, and a few exercises and instruments will be used in the course. The text is:
Debra L. Nelson and James Campbell Quick, Organizational Behavior: Foundations, Realities, and Challenges, 5th edition, Thomson/South-Western, 2006.
The Management Case Studies are:
Lane, Nicholls and Ellement, Ellen Moore (A): Living and Working in Korea
Heskett, Southwest Airlines – 2002: An Industry Under Siege
Gleave and Golden, Five Star Beer – Pay for Performance
Mack and Quick, EDS: An Inside View of a Corporate Life Cycle Transition
Heckscher and Holland, The Portman Hotel Company
Roberts, Johnsonville Foods
Additional exercise and instrument materials will be distributed in class or used from the Nelson and Quick text.
Instructor Dr. David A. Mack
Box 19377
701 S. West St. Rm. 302
Arlington, Texas 76019-0377
Phone 817-272-3085 Fax 817-272-2590
Course Requirements:
The final course grade will be determined by a weighted average computation of scores on quizzes, class discussion and participation, and a final case exam. Weights for these items are as follows:
Quizzes (3) 45 percent
Final Case Exam 45 percent
Class Participation 10percent
Quizzes will cover the cases and specific chapters of Nelson-Quick. Because the cases were not written for linkage to the text, we will deviate from the text chapter sequence. This should not cause problems, as chapters are somewhat self-contained.
Instructional Format and Methods:
In developing a rich learning environment and approaching the course objectives, the sessions will follow a format that encourages active participation in discussing and analyzing management concepts and study materials. In addition to brief lectures, the class will consist of case discussions and participation in activities such as completing behavioral instruments and engaging in group decision-making tasks. These instruction methods emphasize learning through study, practice, and feedback both on an individual basis and in group or team activities. At least 50 percent of class time will be devoted to case discussions and experiential exercises.
Alternative frameworks for analyzing these cases will be discussed, and case briefing sheets will be distributed prior to the case discussion. The final exam will be a case analysis with questions to be completed in groups, on a take home basis.
We will likely use groups to explore the cases and to perform several exercises. Groups will remain intact for the entire course.
The course instructor will lead case discussion rather than groups making oral case presentations.
Schedule of Classes, Cases, and Text Readings:
The following is a schedule of cases and reading assignments. At the end of each text chapter, you will find a skill building or self-assessment exercise. You should take a few minutes after reading the chapter to complete the exercise. While efforts will be made by the course instructor to relate text readings, case discussions, and lectures, the student is ultimately responsible for learning and integrating the course content.
Thursday
Overview of Course Chapters 1&2
Personality, Perception, Attribution Chapter 3
Attitudes, Values, Ethics Chapter 4
Motivation Chapter 5
Teams and Groups Chapter 9
Case: The Portman Hotel Company
Friday
Quiz #1 Ch 1, 2, 3, 4, 5 & Portman Hotel
Decision Making Chapter 10
Leadership Chapter 12
Organizational Design Chapter 15
Power and Politics Chapter 11
Case: EDS
Saturday
Quiz #2 Ch 9, 10, 12, 15 & EDS
Communication Chapter 8
Culture Chapter 16
Case: Southwest Airlines
Managing Conflict Chapter 13
Case: Ellen Moore
Sunday
Quiz #3 Ch 11, 8, 16, Southwest Airlines & Ellen Moore
Goal Setting Chapter 6
Stress Chapter 7
Job Design Chapter 14
Change Management Chapter 18
Case: Johnsonville Foods
Final Exam Assignment: Five Star Beer
Academic Honesty
Academic dishonesty is a completely unacceptable mode of conduct and will not be tolerated in any form at The University of Texas at Arlington. All persons involved in academic dishonesty will be disciplined in accordance with University regulations and procedures. Discipline may include suspension or expulsion from the University.
"Academic dishonesty includes, but is not limited to, cheating, plagiarism, collusion, the submission for credit of any work or materials that are attributable in whole or in part to another person, taking an examination for another person, any act designed to give unfair advantage to a student or the attempt to commit such acts." (Regents' Rules and Regulations, Part One, Chapter VI, Section 3, Subsection 3.2, Subdivision 3.22).