NYU Stern School of Business

Undergraduate College

MGMT-UB.0001.001 (C50.0001): MGMT & ORGANIZ ANALYSIS

Spring 2013

Instructor Details

Elad Green

egreen@stern.nyu.edu

By appointment

KMC 7-156

 

Course Meetings

MW, 8:00am to 9:15am

Tisch T-UC04

 

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 succeed. 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, 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 not-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 lecture, readings, in-class discussions, exercises, case analyses, and a team project. 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 Pre-Requisites

None

 

Course Outline

 *** Tentative Draft. Subject to Change. ***

 

Class

Date

Topic

Reading, Deliverable, and/or Activity

 

Jan 25

 

D: COMPLETE PRE-CLASS SURVEY

1

Jan 28

Course Introduction

R: Learning by the Case Method (BB)

2

Jan 30

Frameworks for Understanding Organizations

R: A Model for Diagnosing Organizational Behavior (BB)
R: Mount Everest (CP)

3

Feb 4

Strategy

R: What is Strategy? (BB)
R: Five Competitive Forces that Shape Strategy (BB)

4

Feb 6

R: Netflix (CP)
A: Team selection

5

Feb 11

R: Competing on Resources (BB)
R: Southwest Airlines (CP)

6

Feb 13

Structure

R: Do you Have a Well Designed Organization (BB)
R: Designing Adaptive Organizations (BB) (read to p. 168, stop at "Organizing for Horizontal Coordination”)

 

Feb 18

Presidents' Day - No Class

 

7

Feb 20

Structure

R: Appex Co. (CP)
A: Finalize teams

8

Feb 25

Culture

R: Corporations, Culture, Commitment (BB)
A: Cultural Artifact Diagnosis ex.

9

Feb 27

R: Disney Case (BB)

10

Mar 4

Leadership and Change

R: Inspiring Others: The Language of Leadership (BB)

11

Mar 6

R: What Makes a Leader (BB)
R: NYPD New (CP)

12

Mar 11

EXAM #1

13

Mar 13

Guest Speaker

 

Spring Break

 

14

Mar 25

Groups and Teams

R: Basic Attributes of Group (BB)

15

Mar 27

R: The Team that Wasn’t (BB)

16

Apr 1

Managerial Judgment & Decision Making

R: Delusions of Success (BB)
R: Cognitive Biases and Heuristics (BB)

17

Apr 3

R: Agreement and Thinking Alike (BB)
R: PB Technologies (distributed in class)

18

Apr 8

Case competition

D: CASE COMP. #1: Army Crew (CP)

19

Apr 10

Power, Influence & Networks

R: Power Dynamics in Organizations (BB)

D: 1-PAGE EXECUTIVE SUMMARY DUE

20

Apr 15

R: How to Build Your Network (BB)
R: Managing Xerox’s MDC (CP)

21

Apr 17

Case competition

D: CASE COMP. #2: Wolfgang Keller (CP)

22

Apr 22

Motivation and Incentives

R: Motivation: The Not-So-Secret Ingredient (BB)
R: On the Folly of Rewarding A While Hoping for B (BB)

23

Apr 24

R: Do Financial Incentives Drive Company Performance? (BB)
R: SAS (CP)

24

Apr 29

EXAM #2

25

May 1

Managing in an Entrepreneurial Context

 

26

May 6

TEAM PRESENTATIONS

D: TEAM EVALUATION SURVEY

27

May 8

TEAM PRESENTATIONS

D: TEAM EVALUATION SURVEY

28

May 13

TEAM PRESENTATIONS

D: TEAM EVALUATION SURVEY

 

May 15

D: RESEARCH PROPOSAL REPORT (if choosing Option 2 for Org. Research Requirement)

 

May 20

FINAL PAPER DUE


Note: (1) HBS cases are in the online coursepack (CP); other readings are available via Blackboard (BB); (2) written assignments are due by 11:59 PM (EST) on the dates listed; include your name and N number (and teammates’ if applicable) in the documents you send or upload; (3) “R” denotes reading, “D” denotes deliverable, “A” denotes activity.

 

 

Readings

Required readings can be found at:

  1. The online course packet (CP) on the Harvard Business School website. To purchase the coursepack, visit the following link and register for an account: TBD
  2. The course Blackboard site (BB).

 

Assessment Components

 

Individual Work (65%)

Team Work (35%)

Exam #1 (20%)

Case Analysis** (peer evaluation) (10%)

Exam #2 (20%)

Final Project Paper (15%)

Current Events Memo (5%)

Final Project Presentation (10%)

Participation* (18%)

 

Organizational Research Assignment (2%)

 

* Includes responses to surveys

** Plus bonus points for winning team(s)

 

INDIVIDUAL WORK

Exam #1 (20%) and Exam #2 (20%)

This course has two exams. Exam #1 will be held in class on TBD and Exam #2 will be held in class on TBD. Exam #1 will cover all the material presented up until the date of its administration. Exam #2 is not cumulative and will cover all the material covered after Exam #1. Make-ups for the exams will not be arranged unless you have written documentation of an emergency that prevented you from being present during the scheduled test time.

Current Events Memo (5%)

This class covers many managerial principles that you have or will experience or observe in the workplace. To facilitate your application and command of the course concepts, you are required to write a short memo (400 – 600 words) that connects one of the concepts covered in class (e.g., organizational structure) to a contemporary real-world example using reputable news sources (e.g., New York Times, Wall Street Journal, Business week, Forbes, Bloomberg). In the memo you should: (1) clearly and concisely describe the managerial or organizational issue, (2) summarize the concept, (3) describe pros and cons of the course of action taken by the organization or manager, (4) suggest possible consequences (positive, negative), and (5) cite the source.

Class Participation (18%)

Participation is a critical 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 and group exercises, completion of any short homework assignments or memos, and attendance.

You are fully 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), although simply waiting to offer a couple of well-prepared comments throughout the course and staying silent otherwise will not earn you a top participation grade. 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 readings, or outside situations, or (3) extend, build upon, or constructively critique others’ contributions.

Organizational Research Assignment (2%)

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/status of Stern). Information on the assignment will be provided at the beginning of the course.

 

Teamwork

Working in teams is an important part of this course. Although some class time may be devoted to working in teams, 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.

Final Project (Cumulatively 25% of final grade: Paper 15%, Presentation 10%)

Student teams are required to complete a final team research project. This project entails analyzing various aspects of an organization of each team’s choice. The goal is to apply course concepts, frameworks, and models to understand the organization in depth. The deliverables include:

Team Case Analysis & Competition (10%)

Each team is required to submit a written case analysis (including analysis and recommendations). For each case there are analysis questions that will be posted to Blackboard. These questions can guide your thinking and serve to frame your critical review of case issues. The case write-ups must not exceed 3 pages (double-spaced, 1” margins). Appendices, tables and/or figures do not count toward the 3-page limit. Write-ups are due in class on the day of presentation. No late assignments will be accepted.

In addition to the written analysis, teams will also make short case presentations, and will compete with other teams over the quality of their analysis and recommendations. Team presentations should be brief and concise. You can use slides, video clips, etc. as you see fit. Class members will evaluate the presentations.

 

Grading

At NYU Stern we seek to teach challenging courses that allow students to demonstrate their mastery of the subject matter.  In general, students in undergraduate core courses can expect a grading distribution where: 

Note that while the School uses these ranges as a guide, the actual distribution for this course and your own grade will depend upon how well you actually perform in this course.

 

Professional Responsibilities For This Course

Attendance

 

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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