NYU Stern School of Business

Undergraduate College

MGMT-UB.0001.002 (C50.0001): MGMT & ORGANIZ ANALYSIS

Spring 2013

Instructor Details

Aiwa Shirako

ashirako@stern.nyu.edu

212-998-4005

By appointment only

Tisch 701D

 

Esther Leibel

eleibel@stern.nyu.edu

By appointment only

KMC 7-155C

 

Junghyun Suh

jsuh@stern.nyu.edu

By appointment only

KMC 7-158B

 

Course Meetings

MW, 9:30am to 10:45am

Tisch T-UC24


Final Exam: Monday, May 13, 2013

Schedule exceptions
    Class will not meet on: February 18, March 18, March 20
    Class will meet on:

 

Course Description and Learning Goals

Why do some organizations succeed while others flounder? As students of business, it is critically important for you to have an understanding of the key factors that contribute to organizational success, and the role that managers play in helping their organizations be successful. The better that you understand these issues, the more effective you will be in your future careers.

The primary objective of the course is to help students understand the elements that contribute to organizational success, as well as some of the common impediments to high performance. We will focus on how organizations position themselves for success within their external environment, and how they organize and motivate their people. More specifically, the course will explore how organizational leaders develop winning strategies, and then design their organization in a way that aligns structures, social relationships, tasks, human resource practices, and people to achieve those strategies. In exploring these issues, we will identify the challenges that organizational leaders and managers face as they try to make good decisions in the face of a constantly evolving industry environment, competing goals and agendas, and an increasingly diverse and global workforce.

A second objective of the course is to strengthen students‟ managerial and leadership potential by equipping them with an understanding of how complex organizations operate and of how effective managers operate. Regardless of your major or your future career plans, such an understanding will enable you to work more effectively within an organizational context, whether that context is a small start-up company, a family business, a large financial institution, or a non-for-profit institution. In other words, the course will provide you with tools and skills that you can use to increase your own personal career success.

The structure of the course encourages learning in multiple ways: through in-class discussions, exercises, case analyses, and team projects. These approaches provide opportunities for students to enhance their analytic and interpersonal skills, both of which are essential to effective management and to success in the workplace.

 

Course Outline

 ***DRAFT: Oct 16, 2012. Readings and assignments may change.***

Class

Day

Date

Topic

1

M

Jan 28

Course introduction & overview

 Read: The A/B Test http://www.wired.com/business/2012/04/ff_abtesting/all/

2

W

Jan 30

Frameworks for Understanding Organizations

 Read: Syllabus

 Read & Prepare: Big Spaceship case (CP)

 DUE: Big Spaceship HW

3

M

Feb 4

Strategy I

 Read: Five forces (BB)

 Read: What is strategy (BB)

 DUE: Online Survey (complete by midnight, link available on Blackboard)

4

W

Feb 6

Strategy II

 Read & prepare: Netflix (HBS)

 Read & prepare: Netflix: Streaming Away From DVDs (HBS)

 DUE: Netflix Case Homework

5

M

Feb 11

Strategy III

 Read: Looking inside for competitive advantage (BB)

6

W

Feb 13

Strategy IV

 Read & prepare: Southwest Airline 2008 (HBS Case)

 DUE: Southwest Case Homework

Feb 18: Presidents’ Day – No class

7

W

Feb 20

Structure I

 Read: Designing adaptive organizations (BB) (read up to pg. 168, stop at “Organizing for Horizontal Coordination.”)

8

M

Feb 25

Structure II

 Read & prepare: In class exercise (BB)

9

W

Feb 27

Structure III

 Read: Designing adaptive organizations (BB) (read pages 168 - 179)

 DUE: Structure homework (posted on BB, under Case Questions)

10

M

Mar 4

Culture I

 Read: Leading by Leveraging Culture (BB)

11

W

Mar 6

Culture II

 Read & prepare: Disney Case (BB)

12

M

Mar 11

EXAM 1 (covers all classes and readings to this point)

13

W

Mar 13

Team formation & final project kick-off (all students required to attend)

 Come to class with ideas for organizations to study – you will form team based on common interests

March 18 – 22nd: Spring Break

14

M

Mar 25

Organizational Change I

 Read: Inspiring others: The language of leadership (BB)

 Read: Leading Change (BB)

 DUE: Big 5 personality survey

15

W

Mar 27

Organizational Change II

 Read and prepare: NYPD New case (HBS)

 DUE: NYPD New HW

16

M

Apr 1

Motivation and Incentives

 Read: Motivating employees (BB)

17

W

Apr 3

Motivation and Incentives

 Read: Motivational benefit of goals (BB)

18

M

Apr 8

Guest Speaker: Data Driven Human Resources (Google Inc)

19

W

Apr 10

Groups and Teams

 Read & complete: After the crash (BB)

 DUE: Bring to class two completed copies of your individual rankings for „After the crash‟ – one for preparation credit, the other for the in-class exercise (you only need to print the document once).

20

M

Apr 15

Groups and Teams

 Read and prepare: Army Crew Team case (HBS)

 Read: Basic attributes of groups (BB)

21

W

Apr 17

Managerial Psychology & Decision Making

 Read: Cognitive biases and heuristics (BB)

 Read & Prepare: Mount Everest Case (HBS)

22

M

Apr 22

Power, Influence & Networks (Persuasion)

 Read: Harnessing the science of persuasion (BB)

23

W

Apr 25

Power, Influence & Networks (Power)

 Read: Power dynamics in organizations (BB)

 Read & prepare: Managing Xerox‟s Multinational Development Center

24

M

Apr 29

Power, Influence & Networks (Networks)

 Managing Xerox‟s Multinational Development Center – Continued

25

W

May 1

Team project presentations (all students required to attend)

26

M

May 6

Team project presentations (all students required to attend)

27

W

May 8

Course Wrap Up

28

M

May 13

EXAM 2

 

Required Course Materials

Required readings and cases can be found in (1) on the Harvard Business School website ("HBS"). To purchase the coursepack, visit this link: TBD and register for an account. (2) Additional readings can be found on the course Blackboard site ("BB"). The course schedule (below) indicates where each reading is located and when it should be read.

 

Assessment Components

Exams (20% each)

This course has two exams, both held in class. The first will held be on March 25, and the second will be held on TBD. The second exam is not cumulative; it will cover only material after the first exam. Please ensure ahead of time that you will be able to attend these exams. Make-ups for the exams will not be arranged unless you have written documentation of an emergency that prevents you from being present during the scheduled test time. Students whose class performance may be affected by a disability should notify me early in the term and make arrangements with the Moses Center (http://www.nyu.edu/csd) to accommodate their needs.

Individual Essay (15%)

Each student will write an essay, due in class on TBD. Instructions for this assignment can be found on Blackboard under „Course Documents‟. The essay should not exceed 1100 words. Late assignments, no matter what the reason, will be subject to a 2% penalty for every six hours the assignment is late.

Class Participation

Participation is an essential part of the course and essential to your own individual learning experience. Class participation will be evaluated based on demonstrated preparation, involvement in class discussion, completion of any short homeworks or memos, and attendance. You are expected to complete all of the readings and come to class prepared with insights and questions for the in-class discussion. With regard to participation, quality (the thoughtfulness of your comments) counts more than quantity (how frequently you talk). Your goal should be to contribute in a meaningful way to the class discussion, not simply talk for the sake of talking. Quality in-class comments (1) go beyond the facts of a particular reading or case and offer unique insights, (2) provide links between the topic under discussion and other cases, the reading, or outside situations, or (3) extend, build upon, or constructively critique others‟ contributions.

Attendance at each class session is expected. If you miss class for reasons other than illness, family emergency, or religious observance, it is highly unlikely that you will qualify for a final grade in the A range.

As part of your class participation, you may sometimes be asked to submit a short homework assignment related to the topic or readings day. Your answers on these homeworks will be read and evaluated, but not graded. Instead, you will receive credit for having turned them in, or not. Late assignments (up to two days after original due date) will be accepted for half credit. The memos are meant to allow you to reflect on content and spur thoughtful discussion in class, as well as to establish a direct line of communication between us so that I can identify topics that need further clarification or coverage in class.

Finally, you can obtain credit for the Organizational Research Assignment (2%) by choosing one of two options designed to enrich your understanding of the value of research to the formulation of sound management practice (as well as to the reputation of Stern).

 

Group Projects

Working in teams is an important part of this course. Although some class time may be devoted to working on team assignments, much teamwork will be completed outside of class. Students with serious time constraints are advised to register for this course in a semester when their schedule is more conducive to team meetings.

Students will self-select into four or five person teams by TBD based on their interest in studying similar organizations and scheduling constraints (Additional constraints on team size may depend on class enrollment – when in doubt follow the directions received in class). Students may change teams up until TBD, but changing teams requires written permission of each member of the new team they are entering.

Final Project and Presentation

Student teams are required to complete a final team research project, in which they analyze various aspects of an organization of their choice. The goal is to apply course concepts, frameworks, and models to understand the organization in depth. The deliverables include: a 1-page executive summary of your report describing the organization your team has selected and the main course concepts you will be analyzing (due TBD); a 12-minute presentation during the last week of the course; and a final report (due TBD). Attendance is mandatory for all students during all group presentations (attending on those days is factored into your participation grade). Teams may submit an optional 1-page draft executive summary for feedback from Prof. Shirako on TBD. Additional information on the project will be distributed and can be found on Blackboard.

 

Grading

Individual Work (70%)

Exam 1 20%

Exam 2 20%

Individual Essay 15%

Participation 13%

Organizational Research Assignment 2%

Team Work (30%)

Final Project 20%

Final Presentation 10%

 

 

Re-Grading

The process of assigning grades is intended to be one of unbiased evaluation. Students are encouraged to respect the integrity and authority of the professor’s grading system and are discouraged from pursuing arbitrary challenges to it.

If you believe an inadvertent error has been made in the grading of an individual assignment or in assessing an overall course grade, a request to have the grade re-evaluated may be submitted. You must submit such requests in writing to me within 7 days of receiving the grade, including a brief written statement of why you believe that an error in grading has been made.

 

Professional Responsibilities For This Course

Attendance

 
Participation

In-class contribution is a significant part of your grade and an important part of our shared learning experience. Your active participation helps me to evaluate your overall performance.
You can excel in this area if you come to class on time and contribute to the course by:

 

Assignments

 

Classroom Norms

 

Stern Policies

General Behavior
The School expects that students will conduct themselves with respect and professionalism toward faculty, students, and others present in class and will follow the rules laid down by the instructor for classroom behavior.  Students who fail to do so may be asked to leave the classroom. 

 

Collaboration on Graded Assignments
Students may not work together on graded assignment unless the instructor gives express permission. 

 

Course Evaluations
Course evaluations are important to us and to students who come after you.  Please complete them thoughtfully.

 

Academic Integrity

Integrity is critical to the learning process and to all that we do here at NYU Stern. As members of our community, all students agree to abide by the NYU Stern Student Code of Conduct, which includes a commitment to:

The entire Stern Student Code of Conduct applies to all students enrolled in Stern courses and can be found here:

Undergraduate College: http://www.stern.nyu.edu/uc/codeofconduct
Graduate Programs: http://w4.stern.nyu.edu/studentactivities/involved.cfm?doc_id=102505

To help ensure the integrity of our learning community, prose assignments you submit to Blackboard will be submitted to Turnitin.  Turnitin will compare your submission to a database of prior submissions to Turnitin, current and archived Web pages, periodicals, journals, and publications.  Additionally, your document will become part of the Turnitin database.

 

Recording of Classes

Your class may be recorded for educational purposes

 

Students with Disabilities

If you have a qualified disability and will require academic accommodation of any kind during this course, you must notify me at the beginning of the course and provide a letter from the Moses Center for Students with Disabilities (CSD, 998-4980, www.nyu.edu/csd) verifying your registration and outlining the accommodations they recommend.  If you will need to take an exam at the CSD, you must submit a completed Exam Accommodations Form to them at least one week prior to the scheduled exam time to be guaranteed accommodation.

 

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