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BA
452
LEADERSHIP, (negotiation) AND
Winter
2007
Contact
information
Professor: Dr. David C. Baldridge
Office: 400a Bexell
Office Hours: T 10:00-11:00, W 1:30-2:30, F 2:30-3:30 and by appointment
Email: David.Baldridge@bus.oregonstate.edu
CLASS
MEETING TIME AND PLACE
Section 001 meets Monday & Wednesday,
12:00-1:50 p.m. in Bexell 207.
Section 002 meets Monday & Wednesday,
2:00-3:50 p.m. in Bexell 207.
COURSE DESCRIPTION
(4-credit hours) In-depth practice and development of three skills: leadership, team building, and negotiations. Provides opportunities for learning to increase effectiveness as a group member or leader. PREREQ: BA 350, BA 352 and senior standing.
LEARNING OUTCOMES
Students who successfully complete BA 452:
· Have a working knowledge of the skills required of successful team leaders and effectively communicate this knowledge orally and in writing.
· Have assessed which of the above skills they possess and use. They have developed an operational plan to practice and acquire the skills they lack.
· Have a working knowledge of the foundations for and steps of an effective negotiation process and effectively communicate this knowledge orally and in writing.
· Have practiced negotiation skills in a number of in-class and personal settings and have assessed how effective they are. They look for opportunities for further practice and take advantage of these opportunities.
Learning resources, Required
· Perkins, D.N.T. (2000). Leading at the Edge: Leadership Lessons from the Extraordinary Saga of Shackleton’s Antarctic Expedition. NY: AMACOM.
· Shell, G.R. (1999). Bargaining for Advantage: Negotiation Strategies for Reasonable People. NY: Penguin.
· There will be additional required readings and assignments.
Learning resources,
Additional Suggested
· Connerley, M.L. & Pedersen, P.B. (2005). Leadership in a Diverse and Multicultural Environment. Sage.
· Dubrin, A. (2004). Leadership: Research Findings, Practices and Skills, 4th Edition. Houghton Mifflin.
· Lewicki, R.J., Barry, B., Saunders, D.M. & Minton, J.W. (2003). Negotiation, 4th Edition. McGraw-Hill Irwin.
· Manning, G. & Curtis, K. (2003). The Art of Leadership. McGraw-Hill Irwin.
· Reardon, K. (2005). Becoming a Skilled Negotiator. Wiley.
· Thompson, L.L. (2005). The Mind and Heart of the Negotiator, 3rd Edition. Person, Prentice.
Evaluation of Student performance
I. Class Participation
10 %
II. Team Project 1
10 %
III.
Team Project 2
10 %
IV.
Exam 1-Leadership
30 %
V. Exam 2-Negotiation
30 %
VI.
Exam 3-Personal Development Plan
10 %
VII. Course total 100
%
overview of course content and assignments
I. Class participation. I intend to run the class in a seminar format. Your participation score is based on your active participation, demonstrated learning and value added to class discussions and activities. To assure full credit, please be sure that I have a picture of you on my photo-enrollment sheet, display your name card during every class and sit in your assigned seat. While poor attendance will hurt your grade, regular attendance is not enough. You must complete required readings prior to class, be prepared to ask questions, make comments, actively participate and learn as we go. Disruptive behavior—including but not limited to side conversations, not listening to and respecting the views of others, arriving late, cell phone disruptions, computer use, etc.—will result in a zero, or failing grade, for class participation depending on the circumstances.
II. Team Projects. You will work in teams of 3 to 4 students to prepare and deliver two, 10 minute, presentations on topics of your choice. Additional details will be discussed in class.
III.
Exams 1-Leadership.
This exam will cover leadership and may include multiple choice, short answer
and essay questions based on the required readings and class material.
IV.
Exams 2-Negotiation.
This exam will cover negotiation and may include multiple choice, short answer
and essay questions based on the required readings and class material.
V. Exam 3: Personal Development Plan (written analysis). This take home final examination will assess your ability to demonstrate mastery of course material in a written paper, as well as, your ability to apply course material to your own personal and professional development. Additional details will be provided on BlackBoard.
Course
Policies
I.
Grading Expectations. An
“A” is earned by exceptional students who consistently perform
excellent work. A “B”
is earned for above average work relative to peers. A “C” is earned
for work that meets minimal requirements. A “D” or “F”
is earned for work that fails to meet minimal requirements.
II.
Late assignments and exams. Unless you have an acceptable reason and get advance
approval, 5% of the available points will be deducted for each day that an
assignment is late. Assignments are due at the beginning of class on the
assigned date unless otherwise specifically noted.
III.
Typing and writing. Excluding exams, assignments must be typed (single spaced, one
inch margins, 12 point Times New Roman font). Well-written English and good
spelling are expected. Also, identify your section number on all assignments
and exams.
IV.
Academic dishonesty. Any case of
academic dishonesty will result in a grade of F for the course. This action is allowed by Academic
Regulations and Procedures as described in the Schedule of Classes. I expect you to know and understand
these policies and regulations.
If there is any doubt about their meaning and interpretation, ask
for an explanation. Link to
Statement of Expectations for Student Conduct, i.e., cheating policies,
http://oregonstate.edu/admin/stucon/achon.htm
V.
Email Communication. All students registered for business courses have an assigned email
address on the College
of Business College of Business College
of Business
VI.
Disability Accommodation. Accommodations are collaborative efforts between students, faculty
and Services for Students with Disabilities (SSD). Students with accommodations
approved through SSD are responsible for contacting the faculty member in
charge of the course prior to or during the first week of the term to discuss
accommodations. Students who believe they are eligible for accommodations but
who have not yet obtained approval through SSD should contact SSD immediately
at 737-4098.
VII.
Syllabus Changes. This syllabus is a guide, not a contract, and therefore may be
changed as necessary. If changes are made, the instructor will announce them
via an email sent to your COB email address, generally at least one class in
advance of the due date for an assignment.
VIII.
Photo Enrollment Sheet. As noted, I use the photo enrollment sheet to help ensure accuracy of
class participation scores. For this reason it is important that your picture
is included on my photo enrollment sheet. If your picture is missing, does not
look like you or you just plain hate it, you can have a new picture taken and
included. What to do? The lab assistants down in BX112/120 have a camera
connected to software that takes care of it. The deadline is Thursday on the
second week of classes.
TENTATIVE COURSE OUTLINE
(You will be informed of
changes via your COB email address)
Sess. Topic Required
Reading
1/9 Course
Introduction
1/11 Leading
Strategies Introduction P:
xiii-11*
1/16 Case
study: Rice Health Systems P:
170-184
1/18 Vision,
Symbolism (S1) & Personal Example (S2) P:
15-39
1/23 Optimism,
Reality (S3) & Stamina (S4) P:
40-69
1/25 Teamwork
(S5) & Team Values (S6) P:
70-97
1/30 Conflict
(S7) & Celebration (S8) P:
98-124
2/1 Risk
(S9) & Creativity (S10) P:
125-149
2/6 Exam
1-Leadership
2/8 Special
Friday session with Time CEO, time & location TBD
2/13 Introduction
to Negotiation, Bargaining Styles (F1) S:
xi-25
2/15 Goals
& Expectations (F2) S:
26-39, Chris/Lee
2/20 Authoritative
Standards and Norms (F3) S:
40-57, Fee Dispute
2/22 Relationships
(F4) S:
58-75, Rare Book
Virtual class. We will
“meet” online rather than in the classroom
2/27 Other
Party’s Interests (F5) S:
76-88, Pheasant Egg
3/1 Leverage
(F6) S:
89-113, Met Opera
3/6 Exam 2-Negotiation
3/8 Team project presentations
3/13 Team project presentations
continued
3/15 Course
wrap-up, discussion of exam 3, please bring a draft of exam 3 for peer review
3/16 Due
date for (a) Team Paper (1 per team) and (b) Team Evaluation Worksheet (1 per
person), and (c) Optional, early submission deadline to earn extra credit on
Exam 3—by 5:00 pm.
Exam
3-Leadership & Negotiation Personal Development Plan (Take home)
Regular
submission deadline. Exam 3 must be submitted via blackboard by the end of your
regularly scheduled final exam period (please see the University wide schedule
for your section’s due date). Failure to submit your final exam by this
time will result in a score of zero on exam 3.
·
Key to reading assignments:
P: xxx-xxx and S: xxx-xxx refer to page numbers in the Perkins and Shell
texts, respectively.
LEADERSHIP &TEAMWORK ...learn from a goose!
There is a scientific explanation for why
geese fly in their familiar "V" formation. As each bird flaps its
wings, it creates an uplift for the bird immediately following. By flying in
the "V" , the whole flock adds at least 71% greater flying range than
if each bird flew on its own.
Morale: Those who are part of a team and
share a common direction get where they are going more quickly and easily,
because they are traveling on the thrust of one another.
Whenever a goose falls out of the
formation, it suddenly feels the drag and resistance of trying to "go it
alone" and quickly gets back in formation to take advantage of the power
of the flock.
Morale: If we have as much sense as a
goose, we will share information with those who are headed in the same
direction we are going.
When the lead goose gets tired, it drops
back in the wing and another goose takes over.
Morale: It pays to share leadership and
take turns at hard jobs.
The geese honk from behind to encourage
those up front to keep up their speed.
Morale: Words of support and inspiration
help those on the front line to keep pace in spite of day-to-day pressures.
So, the next time you see a formation of
geese, remember: It is a reward, a challenge, and a privilege to be a
contributing member of a team (source unknown).
From Lao Tzu’s Tao
Teh Ching, a book of wisdom, 6th Century B.C.
A leader is best
When people
barely know that he exists,
Not so good when people obey
and acclaim him,
Worst when they despise him.
“Fail to honor people,
They fail to honor
you.”
But of a good leader, who
talks little,
When his work is done, his
aim fulfilled,
They will all say, “We
did this ourselves.”
From S.E.
Ambrose, Nothing Like it in the World:
The Men Who Built the Transcontinental Railroad.
“But
we also know that, although he could convince the Big Four and others to put
their money and talent into the building of the Pacific railroad, he could not
manage them. With those four he
could never achieve harmony.