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Argosy UniversityCOURSE SYLLABUS
B6027Perspectives in Change Leadership
Faculty InformationFaculty Name: James A. Ramos, Ph.D.Campus: ChicagoContact Information: [email protected] or (917) 517-9501Office Hours: Immediately after class or by appointmentShort Faculty Bio:Dr. Ramos began his career in advertising, planning the media and negotiating commercial space prices for clients, which included, Benetton, Louis Vuitton, Christian Dior, Givenchy, Prudential Securities, Pedigree Dog Food, Sheba Cat Food, Roman Meal Bread, and Tanqueray Gin. He also worked at NBC on projects to streamline communication with viewers, employees, and the press. Ramos has a keen interest in online consumer behavior, product placement, and new media and marketing tactics. He is a firm believer in collaborative learning. Dr. Ramos earned his Ph.D. in Mass Media from the department of Advertising at Michigan State University, his M.A. in Communication Management from the Annenberg School for Communication at the University of Southern California, and his B.A. in Communication from the Department of Communication and Media Studies at Fordham University.
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.
Course Pre-requisites: None
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Required Textbook:
Beach, Lee R. (2005). Leadership and the Art of ChangeA Practical Guide to Organizational Transformation. Sage Publications, Inc. ISBN: 1412913829
Yukl, Gary A. (2006) Leadership in Organizations, 6/e. Prentice Hall. ISBN: 10-0131494848 or ISBN-13: 9780131494848.
Recommended Articles:
1. Bennis, Warren. The Secrets of Great Groups, Leader to Leader, No.3, Winter 1997http://leadertoleader.org/leaderbooks/L2L/winter97/bennis.html (extracted 11/6/06)
2. Wheatley, Margaret. Goodbye Command & Control, Leader to Leader, No.5, Summer 1997http://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)
4. Collins, Jim. The 10 Greatest CEOs of All Time: (cover story) Fortune, 7/21/2003, Vol. 148 Issue 2, 54http://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
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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 Solving2.1. Critical Thinking – Incorporate and synthesize information, theory, and practice in order to implement appropriate business
actions2.2. 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 problems3. 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 stakeholders4. Ethics
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4.1. Ethics – Identify the ethical principles related to personal and corporate behavior in specific business situations and explains the potential consequences
5. Diversity5.1. Diversity – Identify the impact of both cultural and economic factors on the modern enterprise and explain the potential
consequences6. Analysis/Application
6.1. Applied Technology – Select and defend business technology solutions to typical business problems6.2. 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)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; 5.13. 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)
Class Timetable: This term begins on Monday 9/1. This term ends on Wednesday 10/22. Our class will be conducted 100% on-ground. Our class meets on Mondays from 6-10PM. Our fist class meeting, therefore, is on Tuesdays 9/8 (not 9/1 because it is Labor Day). Our last class meeting, therefore, is on Tuesdays 10/13. The following is the complete schedule of class meetings:
o Module One = No class (Labor Day)o Module Two = 9/8
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o Module Three = 9/15o Module Four = 9/22o Module Five = 9/29o Module Six = 10/6o Module Seven = 10/13o Module Eight = No class meeting
Assignments deadlines:You may work on assignments ahead, but you are expected to submit them, per the instructions within the assignment list, IN THE WEEK stated. The assignments for a particular week are due no later than Day 7 of that module. Any student needing an exception to this policy must request permission from the professor. Assignments should be sent via email to: [email protected]. The following are assignment deadlines by module: Module One assignments are due via email by Sunday 9/7 at 11:9PM Module Two assignments are due via email by Sunday 9/14 at 11:9PM Module Three assignments are due via email by Sunday 9/21 at 11:9PM Module Four assignments are due via email by Sunday 9/28 at 11:9PM Module Five assignments are due via email by Sunday 10/5 at11:9PM Module Six assignments are due via email by Sunday 10/12 at 11:9PM Module Seven assignments are due via email by Sunday 10/19 at 11:9PM Module Eight assignments are due via email by Wednesday 10/22 at 11:59PM Do note that no work will be accepted for grading past the last day of the term (Saturday 8/16/08 at 11:59PM).
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Late Policies:
Assignments Assignments may be up to seven days late from their original deadline without penalty Assignments more than seven days late from their original deadline will be penalized 10% Assignments more than fourteen days late from their original deadline will be penalized 20% All assignments must be submitted before the close of the term (Wednesday 10/22/08 at 11:59PM). No work will be accepted
for grading past the last day of the term (Wednesday 10/22/08 at 11:59PM).
TEAM project All TEAM projects must be submitted before the close of the term (Wednesday 10/22/08 at 11:59PM). No work will be
accepted for grading past the last day of the term (Wednesday 10/22/08 at 11:59PM).
For all assignments please note you should: Address all parts of this assignment specifically Present clear rationale in support of for your positions Base your rationale, AT THE LEAST, on material from the course readings. Feel free to base your rationale in supplemental information you obtain from sources other than the course readings (e.g.,
books, articles, monographs, and/or web sites) Note all sources using APA citation format
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Assignment Table
Module Topics Readings Assignments1 Introduce SFL Guidelines &
Process – Scenario and Storyboards
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.
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 –
Assignment 1: Individual: Leader or Manager?
The individual assignments give you an opportunity to extend your understanding of the concepts learned from reading and online research. They will also allow you to learn more about your leadership style. The individual assignments in each module will culminate in a “Personal Leadership Inventory and Development Plan” at the end of the course.
To be an effective leader, you have to know your leadership style and differentiate it from your management approach. As the first step of this process, you are expected to reflect on your present ideas on leadership. This assignment will help you and your Instructor gauge your current level of familiarity with the concept of leadership and the consequent requirements.
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 to arrive at your conclusion by creating their STAR matrix. Present the points as bulleted lists in the cells in the STAR matrix.
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Assignment 2: Team Formation
The Instructor will assign you to a team. 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.
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
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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.
TASK 2: Group Assignment Responsibility
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.
2 Leadership Theories Trait Theory Behavior Theory Attitude Theory Motivation Theory Leadership Theory Influence Theory
Leadership in Organizations:
Chapter 6: Power and Influence
Chapter 8: Early Contingency
Assignment 1: Individual: Concept Map
Create a concept map that would include the following leadership theories:
1. Trait Theory 2. Behavior Theory
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Leadership Theories and how theyInfluence: Power Politics Networking Negotiation
Theories of Effective Leadership
Chapter 9: Charismatic and Transformational Leadership
Leadership and the Art of Change: A Practical Guide to Organizational Transformation:
Chapter 1: Assessment: Specifying Change
3. Attitude Theory4. Motivation Theory5. Leadership Theory6. Influence Theory
Open the sample concept map for visual reference.But remember that you have to create your own structure that needs to include all six of the theories listed here.
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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.
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.
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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:
Section 1: IntroductionSection 2 – 4: Tasks 1 to 3Section 5: Conclusion
The team leader will add the Introduction and the Conclusion.
3 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
Leadership and the Art of Change: A Practical Guide to
Assignment 1: Individual: Virtual Teams
Access Argosy University online library and conduct a literature review of the following articles:
1. Dani, S. S., Burns, N. D., Backhouse, C. J., & Kochhar, A. K. (2006).The implications of organizational culture and trust in the working of virtual teams. Proceedings of the Institution of Mechanical Engineers -- Part B -- Engineering Manufacture, 220(6), 951 – 960
2. Ross, J. A. (2006).Trust makes the team go 'round. Harvard Management Update, 11(6), 3 – 6
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Organizational Transformation:
Chapter 2: Culture: Constraining Change
Based on the literature review, create a response (approximately 300 words) completing the following tasks:
1. Identify the points of conflict in a team in which members communicate virtually, i.e. through web-meetings, e-mails, and teleconferencing.
2. Identify how technology can be both a Instructor and an inhibitor in building rapport in virtual teams.
3. Provide solutions strategies for more effectiveness in Virtual Teams.
Use bulleted lists to present your points for each of the listed tasks. Use current established APA style and format.
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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
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Social-climate survey presenting the employee-satisfaction index
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.
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.
4 Leadership Styles
Dyadic Relationships
Fellowship
Delegation
Managing Change
Leadership in Organizations:Chapter 3: Perspectives on Effective Leadership Behavior
Chapter 4: Participative Leadership, Delegation and Empowerment
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 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
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the style of that person by analyzing examples of their behavior. Present the points as bulleted lists in the cells in the STAR Matrix.
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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
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360o feedback for Sarah
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.
5 Strategic Leadership
Charismatic Leadership
Transformational Leadership
Leadership and the Art of Change: A Practical Guide to Organizational Transformation:Chapter 3: Vision: Motivating Change
Chapter 4: Plans: Mapping Change
Assignment 1: Individual: Identify Your Style
Complete the following tasks to create your Personal Leadership Inventory.
Task 1: Start conducting individual online research on the following instruments:
1. Myers-Briggs Type Indicator (MBTI)2. Ken Blanchard Leader Behavior Analysis (LBAII®)3. Kolb Learning Style Inventory4. Thomas-Kilman Conflict Mode Instrument
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5. Leadership Practices Inventory (LPI)
Task 2: In the research, 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?)3. Your portrait/type based on your analysis of each of the instruments
(how do you measure against these instruments?)
Task 3: Based on the previous tasks, individually prepare your Personal Leadership Inventory. Your PLI will be a Word document containing five sections. Each section will deal with one of the five instruments you researched. Each section will contain three brief paragraphs to address:
1. Your Type/Style/Practice2. Characteristics of Your Type/Style/Practice3. Rationale for Your Conclusion
Include your opinion or actual inventory results for the following. Here is how the paper should be organized:
1. Section 1: Your personality (based on the Myers-Briggs Type Indicator (MBTI)1.1. Your Type/Style/Practice1.2. Characteristics of Your Type/Style/Practice1.3. Rationale for Your Conclusion
2. Section 2: Your leadership style (based on the Ken Blanchard Leader Behavior Analysis (LBAII®)2.1. Your Type/Style/Practice2.2. Characteristics of Your Type/Style/Practice2.3. Rationale for Your Conclusion
3. Section 3: Your learning style (based on the Kolb Learning Style Inventory3.1. Your Type/Style/Practice3.2. Characteristics of Your Type/Style/Practice3.3. Rationale for Your Conclusion
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4. Section 4: Your conflict style (based on the Thomas-Kilman Conflict Mode Instrument)4.1. Your Type/Style/Practice4.2. Characteristics of Your Type/Style/Practice4.3. Rationale for Your Conclusion
5. Section 5: Your preferred leadership practice (based on the Leadership Practices Inventory (LPI)5.1. Your Type/Style/Practice5.2. Characteristics of Your Type/Style/Practice5.3. Rationale for Your Conclusion
Remember to connect the paragraphs within a section. Use established APA guidelines.
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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.
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.
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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.
6 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
Assignment 1: Individual: Understanding Dilemmas
Conduct online research on each of the following dilemmas:
1. Human Dilemmas2. Task versus Relationship3. Empowerment versus Control4. Getting Results versus Building Capacity5. Shared vision versus Diversity6. Self versus Team Interests
Write a double-spaced paper (3 to 4 pages) with synopses of each of the six dilemmas. In each synopsis, identify possible conflict points in the dilemmas and provide a solution strategy of your own for each. The conflict points and strategies need not be detailed.
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.
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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. Complete the listed tasks to create the report.
* SAR = (Situation, Action, and Recommendation)
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
Excerpts from Marcom’s Annual Report
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Profiles of senior executives
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: IntroductionSlide 2: SAR Framework: SituationSlide 3: SAR Framework: ActionSlide 4: SAR Framework: Recommendation Slide 5: SAR Framework: RecommendationSlide 6: Conclusion
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7 Organizational Cultures & Leadership
Leading a Diverse Organization
Leadership in Organizations:Chapter 15: Overview and Integration
Leadership and the Art of Change: A Practical Guide to Organizational Transformation:
Chapter 7: Vision: Conclusion: Expanding the Analysis of Change Leadership
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
Assignment 1: Individual: Beginning your Personal Leadership Inventory and Development Plan
Early in the week, you should begin your Personal Leadership Inventory and Development Plan. Spread out this task over the week so that you also can devote time to your TEAM’s Organizational Change Proposal. You will not submit any part of your Personal Leadership Inventory and Development Plan work during M7. The final version of your Personal Leadership Inventory and Development Plan is due before the last day of the term (i.e., the final day of M8 at 11:59PM Central Time).
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)
* Remember: SMART goals are Specific, Measurable, Attainable, Results Oriented, and Time Oriented.
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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. To do this, the TEAM must complete a good portion of the proposal this week. The final version of the proposal is due before the last day of the term (i.e., the final day of M8 at 11:59PM Central Time).
Do note that for the final version of the Organizational Change Proposal, you
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(For leadership development)
Kanter, R. M. (2003). Leadership and the psychology of turnarounds. Harvard Business Review, 81(6), 58 – 67 (For turning an organization around)
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 Letter2. A one-page executive summary of the proposal3. The proposal (following the SAR* framework)4. Detailed analysis (including rationale, evidence, and
precedents)
* SAR = (Situation, Action, and Recommendation)
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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:
1. Team Leadership2. Leadership Styles3. Training Requirements Regarding Personal Leadership Styles4. Leadership Dilemmas5. 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.
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
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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: SituationSlide 2: SituationSlide 3: ActionSlide 4: ActionSlide 5: RecommendationSlide 6: Recommendation
8 Learning Organizations
SFL Synthesis
This course on change leadership familiarized you with the key concepts and skills in leadership and gave you an opportunity to apply the learning in a fictional scenario. You learned about the concepts and theories from the textbooks and from the articles in the Argosy University online library. In the individual assignments, you explored the concepts and extended your understanding of the ideas you learned. You applied this learning through group activities in which, along with your team, you tried to solve various leadership problems at Marcom.
Human Elements
An individual is the basic unit of any organization. The success of any organization depends on how successfully the key elements that concern an individual are addressed. Leadership plays a major role in managing these human elements to ensure appropriate benefits for every stakeholder.
Culture is the perceptual framework through which we understand our
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surroundings and make the necessary correlations between objects and ideas. In other words, our culture is reflected in our worldview, with which we approach and analyze situations. Quite naturally, cultures vary with people and organizations. A dominant organizational culture helps all the individual members to act in consonance and strive toward the same goal. The vision, mission, and values of an organization are key instruments that help define its culture. However, these instruments do not ensure that a homogenous culture prevails within an organization. Leaders have to step in and constantly negotiate the cultural differences between the individual and the organization. Also, they have to actively participate in molding the key cultural dimensions to create a more productive and equitable organizational culture. Apply these leadership responsibilities in your analysis of the cultural problems in Marcom.
Ethics is the anchor for any act of leadership. The personal ethics of the leaders lend credibility to their actions; this level of integrity makes even the apparently unpleasant actions acceptable. Ethical leadership considers the interest of all concerned parties and aims at a win-win solution. This approach is effective because it builds trust, assures followers of the justness of actions, and enables quick implementation and compliance. One may even say that ethical leadership attracts assertive followership and creates a high performance organization. In contrast, unethical leadership attracts unethical followership and results in a vicious circle harming the organization.
Diversity in the workforce becomes imperative when we apply the ethical principle of equitable representation to organizational culture. It involves representing various groups at all levels of an organization, which leads to social empowerment of these groups. This process also reflects the changing demographics in the global arena.
Assignment 1: Individual: Submit your Personal Leadership Inventory and Development Plan
Submit the final version of your Personal Leadership Inventory and
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Development Plan. It is due before the last day of the term (i.e., the final day of M8 at 11:59PM Central Time).
The final version of your Personal Leadership Inventory and Development Plan 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.
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Assignment 2: TEAM project: Course Project Presentation
Complete the following tasks and submit the Course Project. In order to get credit for the assignment, each student must submit a copy of deliverable. All copies from a team must be identical.
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
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modeled on real-life boardroom presentations, rather than sounding academic.
Slide 1: SituationSlide 2: SituationSlide 3: ActionSlide 4: ActionSlide 5: RecommendationSlide 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.
Grading Criteria
Grading Scale Total pointsA 1000 – 930A- 929 – 900B+ 899 – 880B 879 – 830B- 829 – 800C+ 799 – 780C 779 – 730C- 729 – 700F 790 and below
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Grading requirementsM1 Individual Assignment 50 Points (5% of total grade)M2 Individual Assignment 50 Points (5% of total grade)M2 TEAM Project Assignment 60 Points (6% of total grade)M3 Individual Assignment 50 Points (5% of total grade)M3 TEAM Project Assignment 60 Points (6% of total grade)M4 Individual Assignment 50 Points (5% of total grade)M4 TEAM Project Assignment 60 Points (6% of total grade)M5 Individual Assignment 50 Points (5% of total grade)M5 TEAM Project Assignment 60 Points (6% of total grade)M6 Individual Assignment 50 Points (5% of total grade)M6 TEAM Project Assignment 60 Points (6% of total grade)M7 TEAM Project Assignment 60 Points (6% of total grade)M8 Individual Assignment 140 Points (14% of total grade)M8 TEAM Project Assignment 200 Points (20% of total grade)
1000 Points (100% of total grade)
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College of Business Mission StatementThe 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.
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/
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Academic PoliciesAcademic 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 PolicyIt 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.
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 DiversityArgosy 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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Acknowledgement of Syllabus Content
I (student name) have read and understand the course syllabus for B6027 at Argosy University, Chicago. The instructor is James Ramos, Ph.D.
I hereby agree to the terms stated in this syllabus
________________________ ______________________ _ ____________________Student signature Printed name Date
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