1

IntroductionWhetheryouhopetorunamulti-billiondollarglobalcorporationoraunitwithinalargeorsmallcompany,thiscoursewillhelpyoudesignyourorganizationtoachieveitsobjectives.Acrossvirtuallyeveryindustry,managersareconfrontedwithnewconditionsofrapidtechnologicalchange,intenseglobalcompetition,andgrowingdemandsforsocialresponsibility.Astraditionalsourcesofcompetitiveadvantagearebeingeroded,organizationaleffectivenessisbecominganincreasinglycrucialfactorinthesurvivalandperformanceoforganizations.Researchandpracticalexperiencehavedemonstratedthatorganizationaleffectivenessismaximizedwhentheorganization(a)followsastrategythatfitsthedemandsoftheexternalenvironmentand(b)adoptsanorganizationdesignthatenablesittoeffectivelyimplementthatstrategy.Organizationdesignreferstothearrangementoftheorganization’sformalandinformalstructureaswellasitsprocesses,staffing,rewards,andculture.Bothstrategyandorganizationdesignareessential:agreatorganizationwithoutastrategydoesn’tknowwhereit’sgoing;butanorganizationwithagreatstrategyandapoororganizationdesigncannotgetthere.LearningObjectivesBytheendoftheterm,youwillhavelearnedhowto:

• diagnoseorganizationaldesignproblems;• assesswhetheranorganization’sdesignwillsupportitbusinessstrategy,itskeytasks,andthedemandsofthe

externalenvironment;• developcompellingargumentsfororganizationredesignproposals;• alignstrategy,structure,rewards,people,systems,andcultureforpeakperformance.

LearninginthiscourseThemostvaluablelearninginthiscoursewilloccurwhenyoudevelopanunderstandingofconceptualmaterialandthenapplyconceptseffectivelytorealsituations.Whilewewilldiscussnumerousconceptualframeworksandtheories,thesubjectmatteritselfisfraughtwithambiguity,andusinganyoftheseconceptsandtheoriesrequiresconsiderablesensitivitytotherealcontext.Sowhatyoulearninthiscoursewilldependonknowledgeoftheoreticalconceptsandespeciallyapplicationofthoseconceptsastoolstoreachdeeperintuition,finerinstincts,andbetterjudgment.Therefore,tohelpyouachievemaximumlearningvalue,thecoursecombinestheoryandapplication.Therearetworesourcesforthetheorycomponent—atext,OrganizationalTheoryandDesign,byRichardL.Daft(12thedition,2016)andcoursereadings,mostlyavailablethroughUSC’selectroniclibraryreservessystem(ARES).TheDafttextwillprovidewidebreadthconcerningconceptualframeworksusedinorganizationaltheory,designandchange;andtheselectedarticleswillofferdepthandcontemporaryanalysesoftopicsofparticularinterest.Cases,currenteventreadings,andguestspeakerswillprovideanopportunityforustoapplythetheory.Classeswillincludecaseanalysis,articleanalysis,discussionofmaterialfromthetextandcurrentevents,andspeakerpresentations.Theheartofthelearningprocessisourclassdiscussionsandyourcaseanalysisefforts.Moreover,theamountoflearningyouaccomplishwillbeadirectfunctionofyourpersonalinvolvementintheseactivities.

MOR555DesigningHigh-PerformanceOrganizationsSpring2016Wednesdays6:30-9:30p.m.Section16699RACC205Professor:JudithBlumenthal,Ph.D.Office:BRI307hBridgeHall

OfficePhone:213-740-0734MORPhone:213-740-0728E-mail:judith.blumenthal@marshall.usc.eduOfficeHours:Byapptointment

2

Iwillendeavortocreateasupportiveenvironmentforourdiscussions,andIexpectstudentstocontributetothatgoaltoo.Myaimismaketheclassa“learningcommunity,”wherewecanalllearnfromeachother.Thisrequiresactiveparticipationandrespectforeachother’scontributions.RequiredMaterials

• OrganizationalTheoryandDesign,byRichardL.Daft(12thedition,2016);• CoursePack,availableashardcopyorelectronicversionfromtheUSCBookstore(SeeAppendixAforcontentof

coursepackandAppendixBfordirectionstopurchasecoursepackelectronically)• USCElectronicLibrary,includingARES;MarshallElectronicLibrary;Blackboard• WallStreetJournalandBusinessPress

PrerequisitesOpenonlytograduatebusinessmajors.CourseNotesCopiesofcourselecturenotes/materials,furtherdetailsonassignments,andgeneralcourseannouncementswillbepostedonBlackboardthroughoutthesemester.Youshoulddevelopthehabitofcheckingthecoursefolderonadailybasis.YoucanaccessBlackboardthroughthe“MyMarshall”portalhttp://mymarshall.usc.edu,ordirectly:https://blackboard.usc.edu.YouwillneedyourUNIXpassword.Important:E-mailssenttotheclassoriginatefromtheBlackboardsystem,andwillalsobearchivedasAnnouncementsonBlackboard.Itisyourresponsibilitytoinsurethatyoure-mailaddressandaccountsettingsinBlackboardarecorrectforyoutoreceivemessages.Ifyouneedtosendmeane-mail,youmaydosothroughtheBlackboardsystem.GradingSummaryThecomponentsofthefinalcoursegradewillbeweightedasfollows

Participation 15%

MidtermExam 20%

UnannouncedQuizzes(total) 30%

Teamcaseanalysisandpresentation 15%

Finalexamination—Individualcaseanalysis 20%

Total 100%Finalgradesrepresenthowyouperformintheclassrelativetootherstudents.Yourgradewillnotbebasedonamandatedtarget,butonyourperformance.Historically,theaveragegradeforthisclassisabouta3.5(A-/B+).

AssignmentsAndGradingDetail

ClassparticipationandCommitmentBecausethisclassisbuiltonin-classdiscussionandanalysis,classattendanceandactiveparticipationareessentialtoyourlearning.Pre-classpreparationiscrucial.Youshouldcompleteallassignmentsinadvance,andbepreparedtodescribethecentralideasandofferyourcriticalanalysisofreadingsandcases(SeeAppendicesCandD).Youareexpectedtoprepareforspeakervisitsbydoingresearchontheircompanies.Thispreparationwillhelpyoutoaskmeaningfulquestionsandgainmaximumbenefitfromtheopportunitythesevisitsafford.Inaddition,youareexpectedtoreadthebusinesspress,seekingarticlespertainingtothetopicscoveredinthecourse.

3

Toencourageyoutoparticipateactivelyinclass,Iwillcoldcall,andIwillgradeclassparticipation.Classparticipationwillprovideamaterialportionofyourgrade.Mylogicforgradingclassparticipationisquitesimple:Gradingofclassparticipationmotivatesclassparticipation,andhavinghighlyinteractiveclasssessionshelpsthelearningprocess.Activeclassparticipationencouragesstudentstobewellpreparedandthustobecomeactive,ratherthanpassive,learners.Participationprovidesstudentswiththeopportunitytogainfromtheexperiencesandtalentsofeveryoneintheclass.Andclassparticipationhelpsstudentsimprovetheiroralcommunicationskills.Thisisimportantbecauseresearchshowsthatpeopleinbusinesstendtospendverylittletimereadingandevenlesstimewritingreports.Agreatdealofmanagers’andotherprofessionals’interactionswithothersarethroughoralcommunication.

Classparticipationevaluationswillbebasedprimarilyonthequalityofthecontributionstoourclassroomdiscussions.TohelpyouunderstandwhatIamlookingforregardingclassparticipation,IhavelistedbelowsomequestionsIwilltrytoanswerinevaluatingclassparticipation:

(1) Doestheclassmembermakepointsthatareespeciallypertinenttothediscussion?Dotheyincreasethe

understandingoftheclassoraretheysimplyaregurgitationoftheproblemorcasefacts?(2) Istherecontinuityinone'scontributionfromwhathasbeensaidpreviouslyduringclass,orarethecomments

disjointed,isolated,ortangential?Thebestclasscontributionsarethosethatreflectnotonlyexcellentpreparation,butalsogoodlistening,interpretiveandintegrativeskills.

(3) Dothecommentsreflectawillingnesstoputforthnew,challengingideasoraretheyalwaysagreeableand

"safe"?(4) Istheparticipantableandwillingtointeractwithothersbyaskingquestions,providingsupportivecommentsor

challengingconstructivelywhathasbeensaid?

Iwillevaluateparticipationonascale,theendpointsofwhichcanbedescribedasfollows:OutstandingContributor:Thisperson'scontributionsreflectexceptionalpreparation,andtheideasofferedarealwayssubstantiveandprovidemajorinsightsanddirectionfortheclass.Ifthispersonwerenotamemberoftheclass,thequalityofthediscussionswouldbediminishedsignificantly.UnsatisfactoryContributor:Thispersonmaybesomeonewhoisabsentfromclassorrarelyparticipatesinclassdiscussion.Alternatively,thisperson’scontributioninclassreflectsinadequatepreparationand/orunderstanding.Ideasofferedarenotsubstantiveandprovidefew,ifany,insightsandrarelyorneveraconstructivedirectionfortheclass.Integrativecommentsandeffectiveargumentsareabsent.Classcommentsareeitherobvious,isolatedfromthemaindiscussion,orconfusingtotheclass.

Ifyouarenotpresent,arelate,orleaveearly,youwilllosepointsforclasscontribution.Eachstudentisallowedtwoabsences,noquestionsaskedandnopenalty.However,sinceyoucannotparticipateifyouarenotpresent,allfurtherabsenceswillreducethestudent'scoursegrade,attherateofone-thirdalettergradeforeveryadditionalabsence.Studentswithanexcessivenumberofabsencesareatriskoffailingthecourse.Ifanemergencyhaspreventedyoufromthoroughpreparationinaparticularclass,pleaseletmeknowinadvancetospareusboththeembarrassmentofmycallingonyou.MidtermExaminationThemidtermexaminationwillbegivenelectronically.However,allstudentswillbegiventheexamatpreciselythetimeindicatedontheschedule,andwillberequiredtosubmittheexamelectronicallynolaterthanatimethatwillalsobespecified.Nomakeupexaminationswillbegivenandallstudentsmusttaketheexamandcompleteallothercourserequirementstoreceiveapassinggradeforthecourse.

4

MultipleQuizzesIwillgivemultiple,unannouncedshortquizzesthroughouttheterm,whichwillconsistlargelymultiplechoiceandshortanswerquestions.Quizzeswillgenerallyoccuratthebeginningofclass.Incomputingquizportionofthefinalgrade,Iwilldropthelowestscoreforeachstudent.Nomakeupquizzeswillbegiven.Teamcasepresentation(SeeAppendicesCandD)Studentswillformteamsof5membersnolaterthanthesecondweekofclasses.Theseteamswillberesponsibleforacasepresentations.Iwillpostassignmentsearlyinthesemester.Eachteamwilldoanopeningpresentationofonecaseduringthesemester.Theteamwillpresentitsanalysistotheclass,usingPowerPointslidesandwhateverothervisualaidstheyfinduseful.Theopeningpresentationsmayrangefrom15-20minutes.Thosewhotakelongerthan20minuteswillbepenalized.Inordertofacilitateclassdiscussion,theteamshouldbringphotocopiesoftheirslides(black-and-white,fourslidesperpage)tohandouttotheclass.(Ifthereareparticularslidesthatare“unreadable”at“fourperpage,”printthoseslidessotheycanberead.)Youwillprovidemewithhardcopyofyour“talkingdocument”–Slides—fullsized,PowerPointNotes,includingnamesofpresentersforeachsection,andAppendices—atthebeginningofyourpresentation,andemailmeabackupcopywithin24hours.Besuretowritethecoursenumber(MOR555),yourgroupnumber,andthenameofthecaseinthesubjectlineoftheemail.(SeedetailedguidanceonthesepresentationsanddeliverablesisintheAppendix:GuidelinesforCaseAnalysesandPresentation).Thesepresentationsandthedisciplineyouwilllearnbydoingthemareoneofthethingsaboutthiscoursethatstudentsfindmostvaluable.Yourcareerinmanagementdependscruciallyontheskillsthesepresentationsrelyon—yourabilitytoreasonyourwaythroughthemazeofconsiderationstogettotheheartofthematter,yourabilitytocommunicatecomplexargumentseffectively,andyourabilitytolayoutthelogicofarecommendation.Note:Asconcernsthegradingoftheoraldelivery,IwillnotpenalizepeopleforlanguagedifficultieswhentheirfirstlanguageisotherthanEnglish.

Teamworkandpeerfeedback/evaluationThiscoursereliesheavilyonteamwork.Inadditiontotheteamassignment,Istronglyencourageyoutomeetinteamstoprepareforclass.Yourlearningfromthiscoursewillbegreatlyaugmentedbyteampreparation.ThePeerEvaluationform(AppendixF)willbeturnedintomeonthedayofyourteampresentation.CompletionofthePeerEvaluationformisacourserequirement,andwillbeconsideredaspartofclassparticipation.

FinalExam:Individualcaseanalysis(SeeAppendixD1)Youwillneedtoprepareoneindividual,writtencaseanalysisonthelastcaseinoursyllabus.Theformatwillbeanarrative,buttheapproachwillbethesameasfortheteampresentation.Inform,thisassignmentshouldfollowformatdescribedintheAppendixWrittenCaseAnalysisGuidelines.Wordlimitis2000words,plusupto6pagesofappendices.Thisassignmentmustbehandedinatthebeginningofthelastclass,andemailedtomeasbackupwithin24hours.(Pleasewritecasenameinsubjectlineofemail.)Important:thisisanindividualassignment,andIexpectyoutorespectUSC’sAcademicIntegritystandardsandMarshall’sHonorCode.Thesecasewrite-upsmustbeyourownindividualwork.

5

CourseandMarshallGuidelines

Add/DropprocessYoumaybedroppedfromthisclassifyoudonotattendthefirsttwosessions.Pleasenote:Ifyoudecidetodrop,orifyouchoosenottoattendthefirsttwosessionsandaredropped,youriskbeingnotbeingabletoaddtoanotherclassthissemester,sincetheymightreachcapacity.FormattingofassignmentsAllassignmentsmustbetypedonplainwhite8½x11”paper,double-spacedin12-pointfontwithone-inchmarginsaroundthepage.Allassignmentsmustincludeacoverpagewithstudentname(s),numbers(s),ande-mailaddress(es),assignmenttitle,andcoursetitleandnumber.Alltextmaterial(excepttables,graphs,visuals,orreferences)mustbedouble-spaced.Allpages,includingslides,mustbenumbered.Papersshouldbefastenedwithastapleintheupperleftcorner—nofoldersplease.Creativeformattingmayresultinpenalty.NOTE:DONOTINCLUDECOPIEDPAGESFROMASSIGNEDREADINGSORCASESASAPPENDICES.Thesemaybelistedasbibliographicreferences.PowerPointslidessubmittedtomeashardcopyMUSTbefull-sizedandlegible.Also,theremustbesufficientwhitespaceformetomakecomments.Numberallslides.Bibliographicreferencesmustbeprovided,andanyappendicesmustsupportandbereferencedinthebodyofyourreport.AssignmentsubmissiondeadlinesAssignmentsmustbeturnedinontheduedate/timespecifiedandinthemannerspecified(hardcopy/online/etc.).Anyassignmentturnedinlate,evenifbyonlyafewminutes,willreceiveagradededuction.Latepaperswillbepenalized1/3ofalettergradeformissingthedeadlineplus1/3ofalettergradeperdaylate.GrouppresentationsMUSTbegivenonthedateassignedinorderforcredittobereceived.Youmustcompleteallrequiredassignmentstopassthiscourse.Finalexaminationandrequiredassignments.AstudentmusttakethefinalexamANDcompleteallothercourserequirementstoreceiveapassinggradeforthecourse.EvaluationofyourworkYoumayregardeachofyoursubmissionsasan“exam”inwhichyouapplywhatyou’velearnedaccordingtotheassignment.IwilldomybesttomakemyexpectationsforthevariousassignmentsclearandtoevaluatethemasfairlyandobjectivelyasIcan.Ifyoufeelthatanerrorhasoccurredinthegradingofanyassignment,youmay,withinoneweekofthedatetheassignmentisreturnedtoyou,writemeamemoinwhichyourequestthatIre-evaluatetheassignment.Attachtheoriginalassignmenttothememoandexplainfullyandcarefullywhyyouthinktheassignmentshouldbere-graded.Beawarethatthere-evaluationprocesscanresultinthreetypesofgradeadjustments:positive,none,ornegative.ReturnandretentionofgradedcourseworkStudentswhomissclasssessionswhenassignmentsarereturnedareresponsibleforarranginganappointmenttoretrievetheirmaterials.Tokeepthingsfairforfuturestudents,Idonotallowstudentstotaketheirquizzesorexamsoutoftheclassroom.Youmaylooktheseoverinmyofficeatanytime.Finalexamsandallothergradedworkwhichaffect

6

thecoursegradewillberetainedforoneyearaftertheendofthecourseifthegradedworkhasnotbeenreturnedtothestudent;i.e.,ifIreturnedagradedpapertoyou,itisyourresponsibilitytoretainit.TechnologypolicyLaptopandInternetusageisnotpermittedduringacademicorprofessionalsessionsunlessotherwisestatedbyme.Useofotherpersonalcommunicationdevices,suchascellphones,isconsideredunprofessionalandisnotpermittedduringacademicorprofessionalsessions.ANYe-devices(cellphones,PDAs,I-Phones,Blackberries,othertextingdevices,laptops,i-Pads,andi-Pods)mustbecompletelyturnedoffduringclasstime.Uponrequest,youmustcomplyandputyourdeviceonthetableinoffmodeandFACEDOWN.Youmightalsobeaskedtodeposityourdevicesinadesignatedareaintheclassroom.Videotapingfacultylecturesisnotpermittedduetocopyrightinfringementregulations.Audiotapingmaybepermittedifapprovedbyme.UseofanyrecordedordistributedmaterialisreservedexclusivelyfortheUSCstudentsregisteredinthisclass.NorecordingandcopyrightnoticeItisaviolationofUSC’sAcademicIntegrityPoliciestosharecoursematerialswithotherswithoutpermission.Nostudentmayrecordanylecture,classdiscussionormeetingwithmewithoutmypriorexpresswrittenpermission.Theword“record”ortheactofrecordingincludes,butisnotlimitedto,anyandallmeansbywhichsoundorvisualimagescanbestored,duplicatedorretransmittedwhetherbyanelectro-mechanical,analog,digital,wire,electronicorotherdeviceoranyothermeansofsignalencoding.Ireserveallrights,includingcopyright,tomylectures,coursesyllabiandrelatedmaterials,includingsummaries,PowerPoints,priorexams,answerkeys,andallsupplementarycoursematerialsavailabletothestudentsenrolledinmyclasswhetherpostedonBborotherwise.Theymaynotbereproduced,distributed,copied,ordisseminatedinanymediaorinanyform,includingbutnotlimitedtoallcoursenote-sharingwebsites.ExceptionsaremadeforstudentswhohavemadepriorarrangementswithDSPandme.

StudentswithdisabilitiesAnystudentrequestingacademicaccommodationsbasedonadisabilityisrequiredtoregisterwithDisabilityServicesandPrograms(DSP)eachsemester.AletterofverificationforapprovedaccommodationscanbeobtainedfromDSP.Pleasebesuretheletterisdeliveredtomeasearlyinthesemesteraspossible.DSPislocatedinSTU301andisopen8:30a.m.–5:00p.m.,MondaythroughFriday.ThephonenumberforDSPis(213)740-0776.AcademicconductPlagiarism–presentingsomeoneelse’sideasasyourown,eitherverbatimorrecastinyourownwords–isaseriousacademicoffensewithseriousconsequences.PleasefamiliarizeyourselfwiththediscussionofplagiarisminSCampusinSection11,BehaviorViolatingUniversityStandardshttps://scampus.usc.edu/1100-behavior-violating-university-standards-and-appropriate-sanctions/.Otherformsofacademicdishonestyareequallyunacceptable.SeeadditionalinformationinSCampusanduniversitypoliciesonscientificmisconduct,http://policy.usc.edu/scientific-misconduct/.Discrimination,sexualassault,andharassmentarenottoleratedbytheuniversity.YouareencouragedtoreportanyincidentstotheOfficeofEquityandDiversityhttp://equity.usc.edu/ortotheDepartmentofPublicSafetyhttp://capsnet.usc.edu/department/department-public-safety/online-forms/contact-us.ThisisimportantforthesafetywholeUSCcommunity.Anothermemberoftheuniversitycommunity–suchasafriend,classmate,advisor,orfacultymember–canhelpinitiatethereport,orcaninitiatethereportonbehalfofanotherperson.TheCenterforWomenandMenhttp://www.usc.edu/student-affairs/cwm/provides24/7confidentialsupport,andthesexualassaultresourcecenterwebpagehttps://sarc.usc.edu/reporting-options/describesreportingoptionsandotherresources.SupportSystemsStudentswhoseprimarylanguageisnotEnglishshouldcheckwiththeAmericanLanguageInstitutehttp://dornsife.usc.edu/ali,whichsponsorscoursesandworkshopsspecificallyforinternationalgraduatestudents.Emergencypreparedness/Coursecontinuity

7

Incaseofemergency,andtraveltocampusisdifficult,USCexecutiveleadershipwillannounceanelectronicwayforinstructorstoteachstudentsintheirresidencehallsorhomesusingacombinationofBlackboard,teleconferencing,andothertechnologies.Foradditionalinformationaboutmaintainingyourclassesinanemergencypleaseaccess:http://cst.usc.edu/services/emergencyprep.htmlPleasemakesureyoucanaccessthiscourseinBlackboardandretrievethecoursesyllabusandothercoursematerialselectronically.YoushouldcheckBlackboardregularlyforannouncementsandnewmaterials.Thispreparationwillbecrucialinanemergency.USC'sBlackboardlearningmanagementsystemandsupportinformationisavailableatblackboard.usc.edu.ABOUTYOURPROFESSORJudithBlumenthalhaspublished,taught,andconsultedintheareasof:strategicmanagement;corporategovernance;organizationaldesign,developmentandleadership;strategicalliances;andthemanagementofretailandservicesfirms.Shehasalsoservedasaseniorcorporateexecutiveandauniversityadministrator.Dr.BlumenthalwasAssociateDeanoftheMarshallSchoolofBusiness(January1996throughMarch2000)andUSC’sChiefAlumniOfficerandExecutiveDirectoroftheUSCAlumniAssociation(April2000throughJune2006).ShecurrentlyservesontheBoardofDirectorsoftheCaliforniaCouncilonEconomicEducation,whereshehasbeenChairoftheBoardAffairsCommitteeandamemberoftheExecutiveCommittee.SheisalsoamemberoftheUSCRadio(KUSC)AdvisoryBoard.ShewasamemberoftheBoardofDirectorsofGuess?Inc.(2007to2013)andalsoservedasChairoftheNominatingandGovernanceCommitteeandamembertheAuditandCompensationCommittee.ShepreviouslyservedasamembertheCommunityAdvisorsfortheNaturalHistoryMuseumofLosAngelesCounty,amemberofUSCAlumniAssociationBoardofGovernors,andamemberoftheBoardofDirectorsoftheCouncilforAdvancementandSupportofEducation(CASE),DistrictVII.SheisamemberofWomenCorporateDirectors.JudithBlumenthalreceivedherbachelor'sdegreeinEnglishfromHunterCollegeoftheUniversityofNewYork,andherM.B.A.andPh.D.degreesinBusinessAdministrationfromUSC.

8

MOR555DESIGNINGHIGH-PERFORMANCEORGANIZATIONSCl. Date TOPICS

READINGSDaft,ARES,CP(CoursePacket)

CASESCP(CoursePacket,unlessotherwisespecified)

Group

1 1/13 Introductionandoverview Daft:1 RondellData(inDaft,p.565&BB)

2 1/20 Strategy,organizationdesign,andeffectiveness Daft:2CP:TushmanandO’Reilly,Managerialproblemsolving:Acongruenceapproach

CorporateSolutionsatJonesLangLaSalle

3 1/27 Fundamentalsoforganizationstructure Daft.3

CiscoBusinessCouncils(2007)

x

4 2/3 TheExternalEnvironmentandDesign Daft:4 NikeWomen’sFitnessBusiness

x

5 2/10 Interorganizationalrelationships

Daft:5 Organization&StrategyatMillennium(A)

x

6 2/17 OrganizationalDesigninChangingConditionsGuestSpeaker,KenPerlman,KotterInternational

(Readingstobeassigned)

7 2/24 DesigningOrganizationsfortheInternationalEnvironment

Daft:6

Proctor&Gamblein2005(A)

x

8 3/2 OrganizationalCultureandEthicalValuesGuestSpeaker,BryanPalbaumTraderJoe’s,PresidentandCOO

Daft:10ARES:Kerr,OnthefollyofrewardingAwhilehopingforBARES:Kowitt,InsideTraderJoe’s

9 3/9 MidtermExamWillbetakenandsubmittedremotelyduringfirstportionofregularclassperiodMarshallTalk—RemoteClass(Web-exremoteclassduringlatterportionofregularclassperiod

TBA

3/14-19 SpringRecess 10 3/23 ManufacturingandServiceTechnologies,

TechnologyforControl,SocialBusiness,BigDataDaft:7-8CP:Adler,TimeandMotionRegained(HBR)

Virginia Mason MedicalCenter

x

11 3/30 Organizationalsize,lifecycle,declineGuestSpeaker,JanePisanoRetiredPresidentandDirectoroftheNaturalHistoryMuseumofLosAngelesCounty

Daft:9ARES:Adler,Buildingbetterbureaucracies(AME)

AutomationConsulting

x

12 4/6 Decision-MakingProcessesGuestSpeaker,TiffanyMcDowellDeloitte

Daft:12CP:GovindarajanandTrimble,Stoptheinnovationwars

TerraCogGlobalPositioningSystems

13 4/13 InnovationandChangeGuestSpeakerRobSheltonGlobalInnovationStrategyLead,PWC

Daft:11ARES:Lawrenceetal.,Theunderlyingstructureofcontinuouschange

ModIV x

14 4/20 Conflict,Power,andPolitics

Daft:13ARES:AdlerandHeckscher,CollaborativeCommunityARES:O’Reilly&Tushman,Org.AmbidexterityinAction

StoneFinch

15 4/27 OrganizationalTransformationCourseWrap-up/ReviewFinalPaperDue

ARES:WorleyandLawler,Designingorganizationsthatarebuilttochange

NationalGeographicSociety

ALL

1. Allreadingsandcasesaretobethoroughlypreparedinadvanceofclass.2. Additionalreadingsmaybeaddedduringthesemester.TheymaybeavailableelectronicallyorrequirepurchaseattheBookstore.3. Guestspeakersmaybecausescheduleadjustmentsduringthesemester.

9

AppendicesTableofContents

AppendixACoursePacket—TableofContentsAppendixBCoursePacket—DirectionstoPurchaseCourseMaterialsElectronicallyAppendixCCaseAssignmentQuestionsAppendixDGuidelinesforCaseAnalysisandPresentationAppendixD1GuidelinesforIndividualWrittenCaseAnalysisAssignmentAppendixEGuidetoArticleAnalysisAppendixFPeerFeedbackForm

10

MOR555DesigningHigh-PerformanceOrganizations

Spring2016

Section16699R

ProfessorBlumenthal

CoursePacketTableofContents

AppendixACoursePacket—TableofContents

READINGS• TushmanandO’Reilly,Managerialproblemsolving:Acongruenceapproach(InTushmanandO’Reilly,Winning

throughinnovation)(HBSP#2430BC)• Adler,P.Time-and-motionregained.(HBSP#93101)• GovindarajanandTrimble,Stoptheinnovationwars.(HBSP#R1007F)

CASES• CorporateSolutionsatJonesLangLaSalle(2001)(409-111)• CiscoBusinessCouncils(2007):UnifyingaFunctionalEnterprisewithanInternalgovernanceSystem(409-062)• Nike’sGlobalWomen’sFitnessBusiness:DrivingStrategicIntegration(SM-152)• OrganizationandStrategyatMillennium(A)(710-415)• Procter&Gamble:Organization2005(A)(707-519)• VirginiaMasonMedicalCenter(606-044)• AutomationConsultingServices(190-053)• StoneFinch,Inc.:YoungDivision,OldDivision(3214)• ModIVProductDevelopmentTeam(491-030)• TerraCogGlobalPositioningSystems(2184)• NationalGeographicSociety(311-002)

11

AppendixBCoursePacket—DirectionstoPurchaseCourseMaterialsElectronically

NOTE:Pleasebesureyouarepermanentlyenrolledintheclassbeforepurchasing.

ThereareNOREFUNDSoncoursereaders.Topurchaseyourcoursereaderonline,pleasefollowtheseinstructions:

• Gotohttps://www.universitycustompublishing.com/catalog/login.php?school_id=1• Clickon“Placeanorder”• Ifyouareanewcustomer,clickContinueandfillouttherequiredinformation• Ifyouareareturningcustomer,log-inwithyourE-mailaddressandpasswordandclickSign-in• Onceonthemainpage,selectthetermandclickontheDEPTfromthe“AREAS”sectionOPTIONS:• PurchaseEZ-DigitalReaderorEZ-HardCopyReader(alloptionsmaynotbeavailable)

o EZ-DigitalReader–StudentsdownloadaPDFofallthecoursereaderreadingsforthecourse.

o EZ-HardCopyReaderisaspiralboundcollectionoftheprintedarticlesforthecourse.Ifyouchoosethisoption,youwillalsobegivenaccesstodownloadaPDFfilesothatyouwillhaveaccesstoyourmaterialsforthefirst15%ofthereader.Thiswillensurethatyoucanstartreadingyourmaterialwhileyourreaderisbeingshipped.

• Click“BuyNow!”• Click“AddtoCart”• Verifyyourcontentsandclick“Checkout”• ChooseyourpreferredmethodifpurchasinganEZ-Reader:HomeDelivery,ExpressSaver,2DayAir,orPickup,in

whichwewillholditforyouatthebookstoreandnotifyyouwhenit’sreadytobepickedup.• Fillinyourcreditcardinformation;ifyourbillingaddressisdifferentfromyourmailingaddress,clickon“Change

Address”;clickon“Continue”• Toviewyourpurchase,clickon“MyAccount”• To start downloading your content, click on the corresponding red Adobe icon, where you will be able to

download,view,save,andprintyourmaterial.**Keepthefollowinginmind**

• Eachtimeyoudownloadafile,youwillbeinstructedtoinputyourpassword.• Itisadvisedtosaveeachfileonyourcomputer

Ifyouneedfurtherassistanceorhaveanyquestions,pleasecontactusat800.934.9313orinfo@ucpreaders.com

12

AppendixCCaseAssignmentQuestions

CorporateSolutionsatJonesLangLaSalle(2001)

1.WhydidJLLreorganizeinlate2000?2.WhatwastherationaleforcreatingtheCorporateSolutionsGroup?3.IfyouwerePeterBarge,howwouldyougoaboutconvincingBankofAmericathatyouwereseriousaboutaccount

management?4.Shouldtheaccountmanagementfunctionbeacostcenterorprofitcenter?5.ShouldPeterBargerecruitaninternalorexternalcandidatetobeBankofAmerica’saccountmanager?6.ProposeaclearactionplanonnextstepsPeterBargeshouldtaketowintheongoingBankofAmericabusiness

CiscoBusinessCouncils(2007):UnifyingaFunctionalEnterprisewithanInternalGovernanceSystem

1. WhydidCiscocentralizemarketingandR&Din2001?2. Whatwerethetradeoffsandbiggestdownsidesofthereorganization?3. WhydidChamberscreatebusinesscouncils?Andwhyonlyahandfulofcouncils?WhatchallengesdidCiscolikely

faceinestablishingthebusinesscouncils?HowdidCiscoanticipateanddealwithsomeofthosechallenges?Finally,whatissuesdoyouthinkremainunresolved?

4. IfyouwereChambers,howwouldyouredesignthebusinesscouncilstomakethemmoreeffective?Bespecificastothecouncils’governancestructure,resources,andincentivesystems.Whatskillsetsdoemployeesworkingonthecouncilneed?Makesuretojustifyyourchoiceforeachdimension.

Nike’sGlobalWomen’sFitnessBusiness:DrivingStrategicIntegration

1. PriortotheChangetheGameproposalforglobalwomen’sfitness,howwouldyoudescribeNike’sstrategyinthewomen’smarket?WhatimportantlessonshadbeenlearnedthroughtheseeffortstohelpshapetheChangetheGameproposal?

2. Describethenewstrategyforglobalwomen’sfitnessproposedbytheChangetheGameteam.3. Whatwerethegreatestinternalandexternalbarriersfacingtheteaminimplementingthenewstrategy?Inwhat

waysdidtheymanagethesechallengeswell?Whatotherrecommendationswouldyoumake?4. HowwillNike’slatestreorganizationpotentiallyhelptheglobalwomen’sfitnessteammovingforward?What

potentialrisksshouldthegroupseektomanage?OrganizationandStrategyatMillennium(A)

1. HowwouldyoucharacterizeMillennium’sstrategyfromthebeginninguntil2005?Whatdoyouthinkaboutit?2. GiventhatMillenniumisnowpursuingastrategyofavertically-integratedbiopharmaceuticalcompany,andyouhave

justbeenputincharge,whatarethecriticalfactorsorimperativesforthesuccessofthisstrategy?(Forexample,howimportantiscoordinationbetweenupstreamanddownstreamactivities?)

3. AsCEO,andgiventhesestrategicimperatives,whatorganizationalchangeswouldyoumaketoexecutethestrategy?Pleasebeconcreteandidentifyyourtop3priorities.

Procter&Gamble:Organization2005(A)

1. WhydidtheUSorganizationalstructureshiftfromproductgroupinginthe1950stoamatrixinthe1980s?WhydidtheEuropeanorganizationalstructureshiftfromgeographicgroupinginthe1950stocategorymanagementinthe1980s?Whywerethetwostructuresintegratedintoaglobalcubeinthe1990s?

2. WhatarethekeydistinguishingfeaturesofOrganizationin2005?WhydidP&Gadoptthisstructure?3. ShouldLafleymakeastrongcommitmenttokeepingOrganization2005orshouldheplantodismantlethestructure?

VirginiaMasonMedicalCenter

1.WhatisGaryKaplantryingtoachieveatVirginiaMason?2.HowdoestheToyotaProductionSystemfitintohisstrategy?3.Whatisyourviewofthe"peoplearenotcars"debate?4.IsKaplan'sapproachtransferableotherU.S.hospitals?

13

AutomationConsultingServices1.HowshouldtheACSfoundersdealwiththeproblemstheyhaveidentified?Beasspecificaspossibleinmakingrecommendationsforeachofthefouroffices.(oneassignmentquestiononly)StoneFinch,Inc.:YoungDivision,OldDivision

1. WhatisyourassessmentofJimBillings’performanceaspresidentofStonefinch?Whatdoyouthinkofhisleadershipstyle?

2. Whatisyourassessmentoftheentrepreneurialsubsidiaryconcept?Howcancompaniesmanagethecontradictionsofmanagingexistingproductsandinnovationsimultaneously?

3. WhatarethemajorproblemsthatJimBillingscurrentlyfaces?Howseriousaretheseproblems?HowquicklyshouldBillingsact?Andwhy?

4. WhatshouldJimBillingsdo?ModIVProductDevelopmentTeam

1.HowhasModIVendedupwhereitisnow?2.WhatshouldLindaWhitmandonow?

TerraCogGlobalPositioningSystems

1. Howhavedepartmentalandindividualobjectivesledtothecurrentsituation?2. Whatisthecurrentdecision-makingprocess?3. Whatarethestrategicandorganizationalimplicationsforeachofthecompany’soptions?4. WhatshouldEmmaRichardsondo?

NationalGeographicSociety

1. WhatchallengesdoesthechangingmixofmediaandplatformspresentforNationalGeographic?Howwellpositionedistheorganizationforrespondingtodigitalconvergence?Inparticular,whatisyourevaluationoftheGlobalMediaGroup?

2. WhatisyourevaluationofNationalGeographic’snewmission?Whatareitsadvantagesanddisadvantages?3. Whatisyourassessmentoftheproposedshifttowardattracting“members”?4. Whatarethestrengthsandweaknessesoftheproposede-commerceposition?Towhomshoulditreport?

14

AppendixDGuidelinesforCaseAnalysisandPresentation

Thinkofyourselfasaconsultanttothe“client”inthecase.Foreachcase,imaginethatyouhavebeengivenachancetostudyanorganizationandcomeupwithadiagnosisandasetofrecommendations.Aswithmanyreal-worldsituations,theissuestoberesolvedmaynotbeobvious.Studyquestionsareprovided,buttheseareofferedonlytogetyourthinkinggoing—theyarenotanagendaforyouranalysisorforourdiscussion.Itisforyoutoidentifythespecificissuesposedbythecase,decidehowtheycanbebestaddressed,andcometoeachclasspreparedtopresentanddefendyourownanalysis.Mostofthesecasespresentawell-roundedpictureofabusinesssituation:theyarenotmerelyillustrationsdesignedtoexerciseortestyourknowledgeofagivenarticleorchapterofthetextbook.Asaresult,theconceptsneededtoanalyzethecaseandtoformulateanappropriateactionplanarenotnarrowlyboundedbythetextbookorspecificreadings.Inmanycases,youwillfinditusefultoinvokeconceptsfromearlierinthecourse,fromothercourses,orfromyourownexperience.Note:DonotgooutsidethematerialsIhaveprovided.Donotdoadditionalresearchaboutthecompany.Theonlyinformationaboutthecompanythatyouwilluseisthatprovidedinthecase.HowtoApproachaCase:KeyQuestionsForeachcase,clearlyidentifythe“client.”Forwhomareyouperformingtheanalysisandmakingrecommendations?Thisisthepersonwhowillneedtoimplementyourrecommendations(assumings/heacceptsthem!)Thebasicquestionsforallcasesareessentiallythesame:1. Whatisthemostcriticalchallengetheclientandtheorganizationneedtoaddress?Whyisitimportanttoaddress

thischallenge?2. Whatmakesaddressingthischallengedifficult?3. Whatisyouranalysisoftheunderlying,or“root”issuesresponsibleforthesituationthatmakeitdifficultto

address?Whatevidencedoyouhavethatthisis,infact,theunderlying,or“root,”cause?(Diggingforthesourceofthechallengeiswherethemajorpartofyouranalysiswillfocus!)

4. Whatalternativesdoestheorganizationhaveintacklingtheseissues,andwhichalternativemakesmostsense?Makesurethatyouproposejustafewalternativesolutionsthatactuallyaddresstheunderlyingissuesyouhaveidentified!We’renotinterestedinalaundrylistofgoodideasyouhaveforthecompany.Weareinterestedinsolvingaparticularissue.

5. Whatspecificactionplanwouldyourecommend?Why?HowtoApproachaCase:TheProcessThefollowingapproachtocaseanalysishasprovenhelpful.

a. Rapidlyreadthecasetogetasenseoflayoutandageneralunderstandingofbackgroundandissues.Duringthisinitialreading,trytoformpreliminaryhypotheses.Initialimpressionscanberevised,butthisgroundworkwillprovidestructureanddirectionformorein-depthreading.

b. Carefullyre-readthecase,--i. Takenotesthatorganizeinformationandseparatethe“wheatfromthechaff.”ii. Testandrefineyourhypothesesasyouread,modifyingorrejectingthemasnewinformation

surfaces.

15

iii. Clarifywhatthekeychallengesreallyare.Thesearethechallengesyourrecommendationswilladdress.Theymayormaynothavebeenobviousonfirstreading.

iv. Developanalysisquestionstohelpilluminatethesituationonwhichactionneedstobetaken.Whatdoyouneedtounderstandthatisnotapparentinthecase?

c. Performqualitativeandquantitativeanalyses,asappropriate.Ifimportantdataarenotavailableinthecase,precisedescriptionsofwhatdataaremissingoftentriggerideasformakingcreativeuseoftheinformationthatisavailable,orfordevelopingwell-informedassumptionsaboutnecessarybutmissinginformation.Besuretodistinguishbetweenfactualdatafromthecase,opinionsofactorsinthecase,andassumptionsyoumake.REMEMBER:Yourobjectiveistogetbeyondthelevelofproblemsymptomstoanalyzeunderlyingissuesandcauses.

d. Identifyandevaluatereasonablealternativecoursesofaction,basedonappropriatecriteria.Youwillexplicitlyconsiderandrejectvariousalternatives:Somemaynotbeeffectiveinaddressingtheissuesyouidentified,othersmaycausemoreproblemsthantheysolveorcostmorethantheyareworth,othersmaynotbefeasibleoracceptabletomanagement(solutionsshouldbecompatiblewiththevaluesandpreferencesofmanagementandthosewhowillimplementthem).Informulatingalternatives,avoidcop-outssuchas:"Hireanewpresidentwhocansolvetheproblem,"“Conductmarketresearch,"or"Hireamanagementconsultanttosolvetheproblem.”

e. Decideonacourseofactiontorecommend.Yoursolutionsmustaddressthechallengesyouhaveidentifiedandfollowlogicallyfromyouranalysis.Remember:Goalsarenotrecommendationsforaction.Don’tsay,“Improvetheculture,”unlessyoucanofferaplantoaccomplishit.

f. Recommendaplanbywhichthedesiredactionmaybeachievedorimplementedwithintheconstraintsencounteredinthesituation.Thisisagoodfinal“acid”test.Ifyousolutionisnot“do-able,”itisnotagoodsolution.

PresentationstotheClass(ThissectiondrawsheavilyontheworkofProfessorPaulAdler)Presentationstotheclassshouldincludethefollowingelements:First,oneofthemostchallengingpartsoftheassignment:youneedasinglesummaryslideonwhichyousuccinctlystate:(a)thechallengefacingtheclientorganization,(b)therootissuethatmakesitdifficulttomeetthischallengesuccessfully,and(c)yourkeyrecommendation.Imaginethatyourclienthastocutshortthemeetingduetoanemergency:youwillwantoneslideonwhichtosummarizeyour“takeaway”message–thisisit.Suchasummaryisveryhardtodo;butitwillforceyoutodistillyouranalysis,andthatwillhelpyouprioritizeandshapetherestofthepresentation.Second,youshouldlayoutanoverviewofyourpresentation—theagenda.Thisslideshouldtelluswhattopicsyouwilladdressinwhatorder.Itwillbemuchmoreimpactfulifsimultaneouslyyoucansummarizeinashortphrasethekeylessonofeachofthesepartsofthepresentation.Inthisway,itcanlayoutinskeletonformthesubstantivelogicofyourargument.Thirdcomesthebodyofthereport.Hereyoushouldstartbyidentifyingthekeychallengefacingtheclient.Thechallengeistheproblemtoberesolved,soitisimportantthatyoustatethechallengeinawaythatyourclientwillimmediatelyrecognizeasanaccuratestatementoftheproblemathand.Yourstatementofthechallengecreatesa“sharedcontext”withyouraudience.Itissometimesprettyobvious,andyoumayhaveaddresseditsufficientlyinyoursummaryslide;butsometimesitislessobviousandwarrantsaslidetoitself.

16

Havingidentifiedthechallenge,yournexttaskisto“peeltheonion”anotherfewlayerstoidentifyandanalyzetherootissuefacingtheclient.ThinkofthisasperformingToyota’s“FiveWhys.”[1]Therootissueisthefactorthatmakesitdifficultfortheorganizationtoresolveitschallengesuccessfully.Thinkofyourtaskasakintoaphysician’s:thepatient(client)comesinwithawholesetof“presentingsymptoms”(challenges)—it’syourjobtoidentifytheunderlyingdisease(rootissue).Aswithadoctor,agoodrootissueanalysisyieldsinsightthatisactionable:actionabilityiscrucial,sincetherestofyourpresentationisgoingtofocusonaddressingthisissue.Notethatorganizationsusuallyfacemultiplechallenges,andforanyoneofthese,theremaybemorethanonerootissue.Butyousimplydon’thavetimetoaddressmorethanonechallengeandonerootissueinashortpresentation.Theburdenisonyouto“addvalue”–asmuchvalueaspossible–forclientbyidentifyingthemostcriticalchallengeandthehighest-leveragerootissue.Identifyingarootissueisoftendifficult–butitisimmenselyvaluableforyourclient.Inreallife,it’softenmuchmorevaluabletoyourcolleaguesandclientstoidentifytherightquestionthantofindtherightanswer.Yourdiagnosisofthisrootissueshouldbeargued,notjustasserted,usingtherelevantfactsofthecaseandwhateveranalytictoolsseemnecessary.SomeofthesupportinganalysismayneedtogointoanAppendix.

Notetoothatsometimestheclienthasastrongopinionastothenatureoftheirrealproblem,andthatthisopinionmaybeexpressedinthecase,butyoumaythinktheiranalysisisnotaccurate.Inthissituation,youhavetoconvincethemthattherealproblemlieselsewhere.Andsometimesthecasedescribesasituationwithoutexplicitlyidentifyinganyspecificchallengesatall,perhapsbecausetheclientorganizationisdoingverywell—inwhichcase,yourtaskwillbetoidentifythedeepsourceoftheirsuccessandakeysourceofvulnerabilityinthefuture,andwhattheycoulddoaboutthat.Next,youneedformulateastrategicrecommendationthatcanaddresstherootissuefacingtheclientorganizationandtherebyhelpitmeetitschallenge.Youshouldmakeacleardistinctionbetweenthisstrategicrecommendationandanimplementationplan:thestrategicrecommendationspecifiesageneralcompassheading—thegeneraldirectiontheyshouldfollowtosolvetheirproblem—whereastheimplementationplanspecifiesadetaileditinerary(seebelow).Yourstrategicrecommendationshouldthereforenotbealaundrylistofthingsworthdoing:itshoulddefinethebasicdirectionofactionthatresolvestherootissue.Theanalysisleadinguptothisstrategicrecommendationmustconvincetheclient.Thekeytoconvincingtheclientistorecognizethattherearelotsofpointsofviewintheclientorganization(andintheclass)onhowtosolvetheirproblem:Yourjobistoconvinceusthatyouranalysisismoreplausiblethanthealternativesandthatyourrecommendedstrategyismorelikelytoachievesuccess.Thebestwaytodothisisasfollows:

• Tobegin,youshouldidentifytwoorthreefundamentallydifferent,mutuallyexclusive,plausibleoptionsfortacklingtheclient’sproblems.Layingouttheseverycontrastingstrategiesisanexcellentwaytoclarifyfortheclienttherangeofoptionsthatmightreasonablybeconsidered.Inpractice,youwouldwanttomakesurethatyourlistofalternativesincludestheoneslikelytobeunderdiscussionwithintheclientorganization:byexplicitly

[1]AsexplainedonWikipedia:Theproblem(orwhatIamcallingthechallenge)isthatmycarwon’tstart.Ask:

1. Why?-Thebatteryisdead.(firstwhy)2. Why?-Thealternatorisnotfunctioning.(secondwhy)3. Why?-Thealternatorbelthasbroken.(thirdwhy)4. Why?-Thealternatorbeltwaswellbeyonditsusefulservicelifeandhasneverbeenreplaced.(fourthwhy)5. Why?-Ihavenotbeenmaintainingmycaraccordingtotherecommendedserviceschedule.(fifthwhy,arootcause)

17

addressingtheseoptions,youwillbehelpingyourclientreachareasonedconsensus.(Torepeat:Youarelookingformutuallyexclusivealternativeshere,notvariantsofthesamebasicidea.)

• Analyzetheprosandconsofeachalternativeusingacommonsetofcriteria.Abroadrangeofstrategicandoperationalfactorsarepotentiallyrelevant,butitisuptoyoutocomeupwithasmallsetofkeycriteria.[2]Youshouldjustifythischoiceofcriteria:youcanoftendothatbyreferringtotheprioritiesimpliedbytheorganization’sbasicmissionandbusinessstrategy.

• Explainwhyyoubelieveyourpreferredalternativeissuperiortotheothers.Onetechniqueistoweighttherelativeimportanceofyourcriteria,scoreeachalternativeoneachcriterion,andcalculateanoverallscoreforeachalternative.Testyourresultsconsideringweightsandscoresforplausiblealternatives.

Thedetailsofthisdeepanalysiscangoinanappendix.Youwilllikelyshowtheclassonlythekeyconclusions.Now,havingdescribedandjustifiedthemain“compassheading”youarerecommending,youcanmovetoimplementationplanning,whereyouprovideyourclientwithadetailed“itinerary”thatwillenableimplementationofyourrecommendedstrategy.Dependingonthecase,youmaynothaveenoughdatatodevelopthispartofyourpresentationingreatdetail,butideallythisiswhatwouldappearinthissection:

• First,youshouldidentifythelikelyhurdlesthatwouldfaceyourclientinpursuingyourproposedstrategy—andsuggestsomecounter-measuresyourclientcoulduseovercomethesehurdles.

• Second,youshouldalsoidentifytherisksconfrontingyourstrategy—thenshowthecounter-measuresthatcouldmitigatetheserisks,andiftheycan’tbemitigated,howtheclientshouldproceediftheserisksdomaterialize.

• Synthesizingthisanalysisofhurdlesandrisksandtheirrespectivecounter-measures,youcanproposeasequencedandtimedimplementationplan,answeringthequestions:whatarethekeystepstobedonetoday,nextweek,nextmonth,nextquarter,andnextyear–andwhoshouldberesponsiblefortheseactivities.Thisplanwillbefarmoreusefulifyousupportitwithsomereasoning–i.e.explainwhyyourecommendthissequencingandtimingratherthananother.

• Finally,toconvincetheclientthatyourrecommendationispractical,youshouldconsidertheoverall“bottom-line”–thecostsaswellasthebenefitsofyourplanofaction.Ifdon’thaveenoughinformationtogroundallthedetailsofyourimplementationplaninthecasedata,makeplausibleassumptionsandshowuswhattheplanwouldlooklike.Theimplementationplanoftenbringstothesurfacenewissues,soyouwillneediteratebacktoyourissueanalysisandstrategicanalysis.

Wrapupwithasingleconclusionslidethatremindstheclientofyourmainmessage.Asconcernstheoralpresentationitself,herearesomeguidelines:Presentationswillbeheldtoa20minutetime-limit.Thismaysounddraconian,butitisnotunlikemanyreal-lifesituationswherethetimeaccordedyoutomakeyourcaseistypicallyveryshort.Moreimportantly,thistimelimitforcesyouinyourpreparationtogettoandkeepthefocusonthemostcriticalissues—topushyouranalysisofthecaseissues

[2]Note:thiscoursefocusesonissuesthatarebynaturedeeplyambiguous:ourmaintaskistoresolvethisambiguity.Theseissuesarethereforeratherdifferentfromthoseyouencounterinmanyothercourses,wheretheessentialtaskisnottoresolveambiguitybuttoresolveuncertaintyandcomplexity.Whereissuesareuncertainandcomplex,wecanoftenresolvethemthroughcalculation,evencalculationsthatarethemselvesverycomplex;incontrast,whereissuesareambiguous,themeaningofourgoalsandthesignificanceofthefactsathandareindispute,andcalculationsthereforedonotconvince.Thewayforwardhereisbyreasonedappealtointuition,notcalculation,soastoresolvethesedifferentmeaningsanddevelopingasharedunderstanding.Thatmakesitimperativethatthenumberofevaluationcriteriabekeptsmallenoughtopreservethepowerofintuition.Formostofus,intuitionfailswhentherearemorethanthreeorfourcriteriainplay.

18

tosuccessivelydeeperlevelsuntilyouidentifythecoreissues.Presentationscananalyzeamaximumoffouralternativesolutions,andonlyoneimplementationplan.Chooseareasonedplanthatcanserveasastartingpointfordiscussion.Writtenreporttoaccompanycasepresentation• Presentyourwrittenreportintheformof“TalkingDocuments,”composedofthePowerPointslides—full-sized,

withaccompanyingPowerPointNotes,includingpresenternamesforeachsection,pluswhateverappendicesarenecessaryforbackupinformationandanalysis.

• Especiallywhentheslidesarenotself-explanatory,bulletpointNotesareessential.Itcanhelptoimaginethatyourpresentationmaterialscirculateafteryourmeetingwiththeclient,andyou’dlikepeoplewhodidn’tmakethemeetingtobeabletofollowyourreasoning.Yourclient(andyourinstructor!)willbereviewingyourslidesafterthepresentation,andmayappreciatesomenotesasareminderoftheintent/meaningoftheslide.(Donotsimplycopyyourspeechtextintothisspace:theNotespagesshouldgiveusthebareminimumweneedtofollowthelogicofyourreasoning.Notesshouldnotbeyourvoice-overscriptandshouldnotbeaprosereportindisguise;theyshouldsimplyadd,inbulletpointform,whateverextrainformationthereaderwouldneedtounderstandthepointoftheslide.)

• IncludeAppendicesthatshowanybackupanalysisyouperformedordatayouanalyzed,suchasdetailsofyour

decisionanalysis,orfinancialanalysis.Thesemayshowsomeissuesthatareinterestingbutnotquiteimportantenoughtoincludeinyour15-20-minutepresentationitself.Itisgoodtohavethesereadyincasetheyareusefulinrespondingtoquestions.

• Providemewithhardcopyofyour“talkingdocument”(slides,notes,andappendices)atthebeginningofyour

presentation,andemailmeabackupcopywithin24hours.Besuretowritethecoursenumber(MOR555),yourgroupnumber,andthenameofthecaseinthesubjectlineoftheemail.

Inordertofacilitateclassdiscussion,theteammustbringphotocopiesoftheirslides(black-and-white,fourslidesperpage)tohandouttotheclass.(Ifthereareparticularslidesthatare“unreadable”at“fourperpage,”printthoseslidessotheycanberead.)• Pleasenumberyourslides.Thiswillgreatlyfacilitateourdiscussion.

19

AppendixD1

GuidelinesforIndividualWrittenCaseAnalysisAssignmentIntegrity:Thisisanindividualassignment,andIexpectyoutorespectUSC’scorrespondingAcademicIntegritystandards.Content:• Myexpectationsconcerningthecontenttobeaddressedinthisassignmentarethesameasmy

expectationsforthepresentations.Initsform,however,yourpapershouldbe“prose”ratherthana“talkingdocument.”

• Yourpapershouldbeframedasaconsultingreporttoaleaderintheclientorganization.Beexplicitabouttheidentityoftheclient.

• Donotrepeatcasedata.AssumethatIamfamiliarwiththecaseastheclientwouldbe.• Thecaseassignmentquestionsprovidedinthissyllabusarejustideastogetyougoing,notanoutlineof

yourwrittenanalysis.Grading:Youarenotgradedonwhetheryourrecommendationis“right”or“wrong,”butonwhetheryourreasoningisclearandcompelling.Iwillalsobegradingyourwriting.Clearwritingisasimportanttoyourcareerasclearoralexpression.Makesureyourwritingistechnicallycorrect—spelling,grammar,sentencestructure,andparagraphing—andthatthelogicflowsclearlyandcompellingly.Re-writeitacoupleoftimes.Name:Pleaseputyournameonthebackofthelastpage.Wordlimit:Thewordlimitis2,000wordsplusamaximumofsixpagesofexhibits.Pleasenotethatthesearemaximumlimits.Youshouldtrytomakeyourpaperasconciseandcoherentaspossible.Pleaseshowthewordcountattheendofpaper.Exhibits:Exhibitsshouldbeusedtosupportyourargumentwithinformationthatcanbepresentedinatableorchart(suchasfinancialanalysis,actiontimelines,etc.)orthatwouldbetoodetailedforthebodyofthepaper.Theyshouldnotbesimplyanextensionofthetext.Donotrepeatcasedata,anddonotincludecopiesofpagesfromthecase.Thesemaybelistedinbibliographicreferences.Proofreading:Pleaseproofreadyourpaper.Itshouldbeofthesamequalitythatyouwouldprovidetothemanagementofabusinesswithwhichyouweredealingprofessionally.(Note:handwrittencorrectionsfortypographicalerrorsareacceptableintheseassignments.)

20

AppendixE

GuidetoArticleAnalysisThefollowingsetofquestionsisprovidedtoguideyouranalysisofthereadingsassignedthissemester.Pleaseusethisguidetostructureyourarticleanalyses,bothforthearticleyouwillpresentandaspreparationfordiscussionofallotherarticlesaswell.1. Whatisthepurposeorobjectiveofthisarticle?(Tochallengeordebunkawell-acceptedview;tocontribute

toabodyoftheoreticalwork;toexplainapuzzlingexception;toupdatetheoryinresponsetocurrentphenomena;etc.)

2. Whatisthearticle’sbasicargument/thesis?Itsmajorfindings/conclusions?3. Whatisthenatureofevidencepresentedinsupportoftheargument/thesis?(Impressionistic,theoretical,

empirical,etc.)Aretheconclusionswellsupported?4. Arethereimportantassumptions,assertions,values,orbiasesthattheauthorexpectsustoacceptwithout

support?Aretheseexplicitorimplicit?5. Howdoesthisarticlecontributetoyouroverallunderstandingofthesubject?Howdoesitrelatetoother

articlesyouhavereadandtoyourownknowledgeandexperience?6. Howusefulisthearticleforpracticingmanagers?7. Doesthearticleleaveyouwithanyremainingproblemsorconcerns?

21

AppendixFPeerEvaluationForm

Thisformmustbecompletedandsubmittedtomeonthedayofyourcasepresentation.Aggregateresultsmaycausemetoadjustindividualgradesforteamprojectsupordown.Pleaseconsideroverallcontributionofteammemberstotheteamproject,takingintoaccountthefollowing:Preparation:Ratetheextenttowhichthemembercompletedthenecessaryassignments,hadreadtherelatedmaterial,andwasreadytocontributetotheteam.Input:Ratetheextenttowhichthememberprovidedvaluableinputofideastowardstheteam’swork.Diligence:Ratetheextenttowhichthemembertookonthenecessaryrolestocompletetheteam’swork,theirtimelinessincompletinganddistributingwork,andthequalityoftheworkperformed.Facilitation:Ratetheextenttowhichthememberhelpedtheteammaintainapositiveclimateandworktogethereffectively.

Allocate100pointsacrossallthemembersofyourteamapartfromyourselftoreflectyourassessmentoftheirindividualcontributionstotheteameffort.Iwilltreatyourassessmentsasconfidential.

Yourname:____________________________________________________

Coursename:___________________Dateformcompleted_____________

Coursenumber:_________________Sectionnumber:__________________

Group#:_____________________

Team-membername:Contribution%:Comments

1._________________________________________________________

2._________________________________________________________

3._________________________________________________________

4._________________________________________________________

5._________________________________________________________

Total:100%

GeneralComments(Useadditionalpageifnecessary):__________________________________________________________________________

__________________________________________________________________________

__________________________________________________________________________

__________________________________________________________________________

__________________________________________________________________________