Executive Leadership Program

Executive Leadership Program

SeattleUniversity

Executive Leadership Program

2003-2004

Effective Enterprises

EXLP 511

Faculty: Mailing address:

Greg Magnan, Ph.D. SeattleUniversity

E-mail:lbersSchool of Business & Economics

Phone:206.296.6466Pigott 426

900 Broadway

Seattle, WA98122

Schedule:

Session 1Thursday, October, 3012:00pm – 1:30pm

Session 2Friday, January 168:30am – 12:00pm [joint session w/ John Dienhart]

Session 3Friday, January 161:30pm – 5:30pm

Session 4Wednesday, February 1110:00pm – 12:00pm

Session 5Wednesday, February 111:30pm – 5:30pm

Session 6Thursday, February 128:30am – 12:00pm

Session 7Thursday, February 121:30pm – 5:30pm

Session 8Friday, February 138:30am – 12:00pm

Session 9Friday, February 131:30pm – 5:30pm

Session 10Wednesday, March 101:30pm – 5:30pm

Course Description and Objective:

This module of the program provides a forum to discuss business issues and challenges facing the executive team in an organization. Implicit in this context is the relationship between decisions made by leaders and the environment in which they are made. We will start from the perspective of leaders in new situations and challenges and work our way through mergers, supply chains, sustainability, and global issues. The concept of leading change will be a constant companion.

As firms continue to focus on core competencies, multiple functions in a firm are being asked to fulfill boundary spanning roles and coordinate with suppliers and customers in the supply chain, placing pressure on the skills of individuals, as well as the performance measurement systems under which they operate. In addition to internal and external coordination issues, we will also address how changes in a firm’s business environment can affect its ability to remain competitive.

We will primarily use the case method to highlight general management issues and challenges. Cases and readings serve as vehicles to introduce complex business issues and provide general frameworks for discussion. In-class discussions are the major learning component in this module. Therefore, students must be prepared for case and reading discussions.

Course Requirements and Deadlines:

Readings and written assignments (if you are submitting a case) are due the session in which the case is discussed.

1.Case Analyses (25%):

You are required to turn in a minimum ofONEwritten case analyses (Granite Rock is NOT available for analysis/submission). Each is to be double-spaced, no longer than three pages, and should use the format appearing below. Cases are due the day the case is to be discussed. You are allowed (and encouraged) to submit analyses as a small group.

Required Format:

Please analyze and write-up cases using the structure outlined below. Please respond as if you are an outside consultant to the case principals. Since you only have three pages, limit the restating of case facts to those that are important to your analysis. Section headings are a must in your analyses (use those in bold below).

  1. Executive Summary: One/two paragraph summary of key issues and recommendations. This should be a one or two (maximum) paragraph summary that can “stand apart” from the rest of the analysis. Write last, put first.

NOTE: for the sections below, a bullet-point format is strongly encouraged (and they can be single spaced).

2.Organizational Profile/Overview: Brief discussion of key elements in case as they relate to your analysis, such as product/services offered, competitive priorities, industry trends, marketing issues, human resource issues, etc.

3.Critical Issue(s): Identification of the major problem(s) and issue(s) present in the case.

4.Alternatives: Identify the feasible solutions or alternatives available to the principals. Include some evaluation or discussion of strengths and weaknesses of each alternative (bullet format is preferable).

5.Recommendation: Selection of preferred action.

6.Action Items: Short list of prioritized action items for principals. This is also a good spot to address potential negative consequences of your recommendation. If appropriate, break list into short- and long-term.

•Note: In cases with multiple issues, you may prefer to group issue/alternative/recommendation for each issue rather than repeating items.

2.Participation (50%):

As discussions are the primary learning vehicle in this module, you are expected to provide insightful input during case and class discussions. This, obviously, requires having read the cases and articles prior to class and being prepared to participate in the discussions. Contributions that advance the case discussion or build on the work of others will be most rewarded.

Included in the course schedule are selected discussion questions that can be used to structure your reading. Written responses to these questions are not required.

3.Team Interview of Senior Executive (25%):

Task is to interview a senior executive (CEO or directly reports to a CEO, or senior officer of non-profit) outside of your own organization to investigate their leadership style and philosophy. The interview should provide insight into how that style affects their role in the organization, their ability to manage change, informs them on ethical issues, and shapes the culture of the organization. Include in your interview a question to the CEO on the companies approach to diversity.

Six or seven teams of three will be formed on 10/30/03. Each team is expected to select the executive they wish to interview and manage the entire process. Teams will present the information and insights on the afternoon of our February 12, 2004 session. Presentations will be limited to 20 minutes. While a formal presentation is not required, preparation of a few PowerPoint slides is encouraged.

TENTATIVE SCHEDULE

Session 1: Thursday, October 312:00pm – 1:30pm

This session is a short overview (during lunch) on the process and objectives of the CEO interviews (presentations scheduled for February 13, 2004). We will create teams and identify executives as possible interviewees.

Session 2: Friday, January 16 / 8:30am – 12:00pm

We will have a joint session exploring areas of overlap with John Dienhart’s ethics module. Materials forthcoming.

Session 3: Friday, January 16 / 1:30pm – 5:30pm

“Leading Change”

CASE:Granite Rock Company (not eligible for submission as a case wite-up)

  1. Observe the core values that underlie all that Bruce and Steve are accomplishing at GR.
  2. What programs (e.g., short pay) have been implemented that support their Business Objectives (e.g., customer satisfaction)?
  3. The case ends with GR on the precipice of the MBNQA decision, which they end up winning in 1992. What should Bruce do to continue motivating continuous improvement in the company?
  4. For the vignettes, we will have an open discussion on them as time allows.

READINGS:Heifetz, R.A. and D.L. Laurie, “The Work of Leadership,” Harvard BusinessReview, Jan-Feb, 1997.

  1. What was the adaptive challenge for Bruce at GR?
  2. In what ways did Bruce demonstrate the six elements of Heifetz’ model?

Beer, Michael and Nitin Nohria, “Cracking the Code of Change,” Harvard Business Review, May-June, 2000.

  1. Is it possible to combine Theory E and Theory O? Why or why not?
  2. Have you experienced a change managed by combining E and O? Would that have been an appropriate approach for Bruce at Granite Rock?

Session 4: Wednesday, February 11 / 10:00 am – 12:00 pm

“Leadership and Results”

READINGS:Nohria, Nitin, Joyce, William, and Bruce Roberson, “What Really Works” Harvard Business Review, July, 2003.

  1. Briefly describe the success triggers in the “basics” of strategy, execution, culture and structure. Which of the elements are strengths of your organization or firm? Weaknesses?
  2. Talent, innovation, leadership, and mergers and partnerships were identified as key secondary elements of success. Which does your organization do well?

Session 5: Wednesday, February 11 / 1:30pm – 5:30pm

“Lead or Manage?”

CASE:Sun Hydraulics: Leading in Tough times

  1. How should Allen Carlson respond to the continued sales decline?
  2. Given Sun’s culture, how should he proceed?

READINGS:Galford, Robert, and Anne Seibold Drapeau, “The Enemies of Trust,” Harvard Business Review, 2003.

  1. What are the enemies of trust? What are the associated antidotes?
  2. How can trust be repaired? Outside of the reading, what other tactics have you experienced that were effective at rebuilding trust?

Christensen, Clayton, “What is an Organization’s Culture?,” Harvard Business School Note, 1999.

  1. Identify the antecedents to the current culture of your organization or firm. Which were most critical to today’s culture?
  2. Near the end, Christensen writes about resources, processes and values. How do these manifest in your organization or firm?

Session 6: Thursday, February 12 / 8:30am – 12:00pm

“Mergers, Acquisitions and Integration”

CASE:Hambrecht & Quist

  1. Should H&Q remain independent, grow organically or merge with a larger firm? Why? What are the pros and cons of each alternative?
  2. What factors must Dan Case consider?

READINGS:Ashkenas, Ronald N. and Suzanne C. Francis, “Integration Managers: Special Leaders for Special Times,” Harvard Business Review, Nov-Dec, 2000.

  1. What is the role of an integration manager prior to and after a deal closes?
  2. What company systems must they understand?
  3. How can this experience help them later in their careers?

Bower, Joseph L., “Not all M&As Are Alike—and That Matters,” Harvard Business Review, March, 2001.

  1. Note the merger types listed by Bower. Which types of mergers have you been involved in? What were the challenges? What made them successful? What did not work?
  2. Bower hints at tactics acquirers can use to ease integration. How much overlap is there between Bower’s ideas and those of Askenas and Francis?

Session 7: Thursday, February 12 / 1:30pm – 5:30pm

CEO/Executive Interview Presentations (20 minutes)

Session 8: Friday, February 13, 2003 / 8:30am – 12:00pm

“Globalization”

CASE:Levi Strauss & Global Sourcing (A)

  1. Should Levi continue sourcing, producing, and marketing in China?
  2. What are the pros and cons of staying and leaving?

READING:Goleman, Daniel, “Leadership that gets Results,” Harvard Business Review, Mar-Apr, 2000.

  1. For each of Goleman’s leadership styles, identify a person you’ve seen display that leadership style. Be prepared to discuss.
  2. How many of the styles do you possess? What is holding you back from obtaining skills in other styles?

Session 9: Friday, February 13 / 1:30pm – 5:30pm

“Live Case”

In this session, we will use a present-day business problem facing one of the cohort members and develop the problem, a potential solution and an implementation plan (as we have in the other cases we’ve addressed thus far).

Each cohort member should come to this session with a problem already identified. It could be an issue in your work group, division, organization, or firm.

Session 10: Wednesday, March 12 / 1:30pm – 5:30pm

“Leading Innovation”

READING:Davenport, Thomas H., Prusak, Laurence and H. James Wilson “Who’s Bringing You Hot Ideas?” Harvard Business Review, February, 2003.

  1. What are the four phases of the idea infusion process?
  2. According to their research, what are the characteristics shared by idea practitioners?
  3. What strategies does your firm use to cultivate idea practitioners?

READING:Sutton, Robert I. “The Weird Rules of Creativity,” Harvard Business Review, September, 2001.

  1. What are Sutton’s ideas for leading creativity through hiring, managing and risk-taking?
  2. Are these rules only for creative types or are there broader opportunities for application?
  3. How might you reconcile the ideas of Davenport (“Who’s Bringing you Good Ideas”) and Sutton?

Executive Leadership Participant Responsibilities and Evaluation:

A straight grading scale will be used to evaluate participants (A = 95-100, A- = 90-94, B+ = 87-89, B = 83-86, etc.). Participants will be evaluated using the following criteria:

1.Case analysis (25%)

2.Participation (50%)

3.Executive Interview (25%)

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Executive Leadership Program  900 Broadway, PigottBuilding 431 Seattle, WA 98122-4340

Phone: 206.296.5374  Fax: 206.296.2374  Email:

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