syllabus: introduction to strategy and organization · associate and engagement manager for...

Syllabus:IntroductiontoStrategyandOrganizationSpecializationCertificate: BusinessFoundations

Faculty: ProfessorsIanLarkinandPhillipLeslie

Course1: IntroductiontoStrategyandOrganizations

CourseDescriptionThisCoursesetsthestageforlearningabouthowbusinessworks.Beginningwithanunderstandingofwhatanorganizationisanditsbasicpurposes,topicswillincludeverticalandhorizontalintegration,diversification,themanagerialrole,designingincentiveplans,businessstrategy,thecentralimportanceof“value”inabusinesscontext,andtheconceptofindustryattractiveness.

CourseLearningObjectives:

Bytheendofthiscourse,youwillbeableto:• Determineacompany’sprofit,usingsuchkeybusinessconceptsasinputcosts,transformation,total

cost,price,willingnesstopay,andvalue.• Makeintelligentdecisionsabouthorizontalandverticalintegrationinvolvingyourbusiness.• Useacomprehensivebusinessstrategytointentionallycreate,capture,anddelivervaluetoyour

companyandyourcustomers.OverviewVideo:SebastianEdwards,UCLAAndersonSchoolofManagementFaculty

ProfessorIanLarkin

IanLarkinisanAssistantProfessorintheStrategygroupattheUCLAAndersonSchoolofManagement.Heresearchestheoptimaluseofformalrewardssystemsbycompanies,giventhecomplexandoftenunanticipatedeffectsthesesystemshaveonemployeemotivationanddecisionmaking.Hisresearchquantifyingthecostincurredbyamajorenterprisesoftwarevendorduetosalespeopledeliberatelygamingtheirsalescommissionsystem,publishedinTheJournalofLaborEconomics,isoneofthemostprominentlycitedempiricalstudiesofincentivesystemgaming.ItwasthebasisforacasestudywidelyusedinMBAclassesoncompensationandhumanresourcemanagement.

Hisrecentresearchfocusesoncorporateawardsandotherprogramscompaniesusetoformallyrecognizeemployeeperformance,anddemonstratesthattheseprogramsoftenhaveunintendedcosts,suchasthedemotivationofsomeemployeegroups.Afinalstreamofresearchinvestigatesphysicianprescribingdecisionsinlightofdifferentsalestacticsusedbypharmaceuticalsalesrepresentatives.Hisresearchhasbeendiscussed

inavarietyofmediaoutletsincludingTheWallStreetJournal,TheNewYorkTimes,ForbesandNationalPublicRadio.

IanteachesthecoreBusinessStrategycourseatAnderson.BeforecomingtoAnderson,hewasamemberofthefacultyatHarvardBusinessSchool,wherehetaughtanelectiveMBAcourseonhumanresourcemanagement,aswellasseveralexecutiveeducationcourses.HereceivedaPh.D.fromtheHaasSchoolofBusinessatUCBerkeley,andaM.Sc.fromtheUniversityofLondon,wherehewasaBritishMarshallScholar.IanworkedasanAssociateandEngagementManagerforMcKinseyandCompany,basedinHongKongandSiliconValley.

Ian'shobbiesincludecooking,travelingandsupportingtheGreenBayPackers.

Module1:IntroductiontoOrganizations,Part1ModuleLearningObjectives:

Asaresultofparticipatinginthismodule,youwillbeableto:• Explainthevalueofanorganizationintermsofhowitmanagesresourcesandtransformsinputsinto

morevaluableoutputs.• Evaluateapotentialdiversificationopportunitythatinvolvesakeyresource’sappropriability,control,

durability,andinimitability.• Determinethebestcourseofactionforacompanythatisconsideringvertical/horizontalintegrationor

geographicdiversification.

ModuleComponents:

• VideoLecture1:WhatIsanOrganization?• VideoLecture2:OrganizationalScopeandHorizontalDiversification• VideoLecture3:VerticalandHorizontalIntegrationandGeographicDiversification• Reading1:ACustomerValueCreationFrameworkforBusinessesThatGenerateRevenuewithOpen

SourceSoftware• Reading2:HorizontalIntegration• Reading3:VerticalIntegration• Assignment: CaseStudyonDrasticPublishing• CheckforUnderstandingAssessment

Module2:IntroductiontoOrganizations,Part2ModuleLearningObjectives:

Asaresultofparticipatinginthismodule,youwillbeableto:• Evaluatemanagerialapplicants’mindsetsforthefollowingqualities:communicationskills,motivation,

andabilitytolearnandadjust.• Determineappropriatecoachingstepsforemployeeswhoexhibitvariouslevelsofperformanceand

potential.• Designaneffectiveandappropriatedisciplinaryactionplanthatistimely,rule-based,andincludes

managerialaction.

ModuleComponents:

• VideoLecture1:TheRoleoftheManager• VideoLecture2:IncentiveDesign,Part1• VideoLecture3:IncentiveDesign,Part2• Reading1:Mintzberg'sManagementRoles• Reading2:MotivationIsAllAbouttheManagers…Duh!• Reading3:Misconduct&Discipline• Assignment:CaseStudyonDrasticPublishing,continued• CheckforUnderstandingAssessment

ProfessorPhillipLeslie

Phillipisabusinesseconomistwithexpertiseinstrategicmanagement,theappliedeconometricsofdataanalytics,demandpricingandinformationdisclosure.Hisworkonpricinghasexaminedhowfirmscanimplementpracticalstrategiesforconsumer-specificpricing.Muchofthisworkhasbeeninthecontextofeventticketing,makingPhillipaleadingexpertonticketpricing.

Philliphasalsowrittenaseriesofpapersoninformationdisclosureasapolicytool.Forexample,inonestudyheshowsthatrestauranthygienegradecardscauseda20%decreaseinthenumberofpeopleadmittedtohospitalwithfood-relatedillnesses.AnotherstudyshowsthatconsumersatStarbucksreducedcaloriepurchasesby6%duetocaloriepostingonthemenus.

Inotherresearch,Philliphaswrittenaboutmanagerialincentivesinprivateequity,consumerboycotts,inspectiondesignandthebehaviorofinspectors,andthereturnstoeducation.HisresearchispublishedintheAmericanEconomicJournal,AmericanEconomicReview,JournalofLaborEconomics,QuantitativeMarketingandEconomics,QuarterlyJournalofEconomicsandtheRANDJournalofEconomics.

PhillipisaResearchAssociateoftheNationalBureauofEconomicResearch.AtAndersonheteachesstrategicmanagementandheisanexperiencedexecutiveeducationteacher.

Education

Ph.D.Economics,1999,YaleUniversity

M.Phil.Economics,1996,YaleUniversity

M.A.Economics,1994,YaleUniversity

M.Comm.Economics,Honors1993,UniversityofMelbourne

B.Comm.Economics,FirstClassHonors1991,UniversityofMelbourne

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Module3:IntroductiontoStrategy,Part1ModuleLearningObjectives:

Asaresultofparticipatinginthismodule,youwillbeableto:• Composeadraftstrategystatementforastart-upcompany,statinghowitwillcreate,capture,and

delivervalue.• Basedonresearch,createavaluemapcomparingtherelativestrengthsoftwocompetitorsthatshows

sixtoeightcharacteristics.

• AdjustTotalCost,Price,andFirmProfitforaspecificcustomer,focusingoncapturingmaximumvalue.

ModuleComponents:

• VideoLecture1:WhatIsStrategy?• VideoLecture2:CreatingValue• VideoLecture3:CapturingValue• Reading1:CraftingStrategythatMeasuresUp• Reading2:Porter’sGenericStrategies• Reading3:AkbankinBrief• Reading4:TheValueProposition• Assignment:CaseStudyonDrasticPublishing,continued• CheckforUnderstandingAssessment

Module4:IntroductiontoStrategy,Part2ModuleLearningObjectives:

Asaresultofparticipatinginthismodule,youwillbeableto:• UseFiveForcesAnalysistodeterminetheattractivenessofagivenindustry.• Buildonanexistingdrafttorefineastrategystatementsothatitexpressesindetailhowthecompanyis

uniqueinitsapproachtocreating,capturing,anddeliveringvalue.• Proposeatleastonewaytoimprovethesituationsoastodelivermorevalue,givencircumstances

describinghowacompanyisfailingtodelivermaximumvaluetoitscustomers.

ModuleComponents:

• VideoLecture1:IndustryAttractiveness• VideoLecture2:StrategyArticulation• VideoLecture3:DeliveringValue• Reading1:RethinkingStrategyforanAgeofDigitalDisruption:AConversationwithPhilipEvans• Reading2:Porter’sFiveForcesModel• Assignments:CaseStudyonDrasticPublishing,continued• CheckforUnderstandingAssessment

Syllabus:IntroductiontoOperationsandFinanceSpecializationCertificate: BusinessFoundations

Faculty: ProfessorsKumarRajaramandGeorgeGeis

Course2: IntroductiontoOperationsandFinance

CourseDescriptionThisCoursedigsintotwoofthemostcrucialaspectsofbusiness–theprocessesthatsupportproductionanddeliveryofagoodorservice,andthefinancialacumenrequiredtokeeptheoperationrunning.ThetopicsinthisCourseincludeprocessanalysis,financialbasics,andtheinteractionbetweenstandardbusinessreportssuchasthebalancesheet,theincomestatement,andthestatementofcashflows,andthemajoractivitieseverybusinesspursues.

CourseLearningObjectives:

Bytheendofthiscourse,youwillbeableto:• Determinethepotentialbottlenecksinabusinessprocess,soyouknowwhattotargetfor

improvement.• Analyticallycomparevariousoptionsforprocessimprovementsoyouselectthebestone.• Overseethecorebusinessactivitiesoffinance,investing,andoperations,usingstandardbusiness

reportstomonitoryourprogress.OverviewVideo:SebastianEdwards,UCLAAndersonSchoolofManagementFaculty

ProfessorKumarRajaram

Kumar Rajaram is a Professor of Operations and TechnologyManagement at theUCLA Anderson School of Management. Professor Rajaram's current researchinterestsincludeimprovingoperationsinthehealthcareindustry,non-profitsectorand in the process manufacturing sectors including food processing,pharmaceuticals and the petrochemical industry. He has focused on developinganalytical models of complicated systems with a strong emphasis on practicalimplementation.Hisworkhasbeenpublished in leading research journals suchasOperationsResearch,ManagementScience,ManufacturingandServiceOperationsManagement,MarketingScienceandtheEuropeanJournalofOperationalResearch.HehasbeenawardedtheEricand'E'JulineFacultyExcellenceinResearchAwardattheUCLAAndersonSchool.

operationalenvironments, this techniquehasresulted in four-fold increases inproductivity inseveral typesofindustrial processes. These methods have been implemented at several process companies worldwide. Thiswork was awarded the prestigious Franz Edelman finalist award for outstanding applications of operationsresearch and management science techniques to practice by the Institute for Operations Research and theManagementSciences(INFORMS).Hehasalsodevelopedtechniquestobetterbalancesupplywithdemandforproductswith short life cycles andhighlyunpredictabledemand. Thisworkhasbeenapplied at several largefashionretailers inEuropeandNorthAmericaandhasresulted insubstantial improvementstoprofitabilityatthesesites.

At theUCLAAndersonSchool,ProfessorRajaramteaches theMBAcorecourseonoperationsandtechnologymanagement,variousExecutiveEducationcoursesanddoctoral levelcoursesonoperationsmanagementandmodels for operations design, planning and control. He has been awarded the George Robbins Award, theCitibankAwardandtheNeidorf"Decade"AwardforexcellenceinteachingattheUCLAAndersonSchool.

EducationPh.D.OperationsManagement,1998,TheWhartonSchool,UniversityofPennsylvaniaM.A.ManagerialScienceandAppliedEconomics,1997,TheWhartonSchool,UniversityofPennsylvaniaM.S.IndustrialEngineeringandOperationsResearch,1993,UniversityofMassachusettsatAmherstM.Sc.Mathematics,withHonors1991,BirlaInstituteofTechnologyandScience,Pilani,IndiaB.E.ElectricalandElectronicsEngineering,withHonors1991,BirlaInstituteofTechnologyandScience,Pilani,India

Module1:IntroductiontoOperations,Part1ModuleLearningObjectives:

Asaresultofparticipatinginthismodule,youwillbeableto:• Explainhowtakingascientificapproachtooperationsmanagementcanaddvaluetoacompany’s

bottomline.• Createaprocessflowdiagramthatshowsthestepsinaproduct’smovementfromideatopackaged

item,readyfordelivery.• Analyzeaprocessflowdiagramtodetermineanybottlenecksandwhethertheprocessistechnically

balanced.

ModuleComponents:

• VideoLecture1:IntroductiontoOperationsManagement• VideoLecture2:WhatIsaProcessandWhyStudyProcessAnalysis?• VideoLecture3:BasicDefinitionsandanIllustrativeExample• Reading1:NoteonProcessAnalysis• Reading2:AnIntroductiontoOperationsManagement• Assignment: CaseStudyonDrasticPublishing,continued• CheckforUnderstandingAssessment

Module2:IntroductiontoOperations,Part2ModuleLearningObjectives:

Asaresultofparticipatinginthismodule,youwillbeableto:

• Analyzedatabasedonabusinessprocesstofindthevalueproducedbythecurrentprocess.• Calculateatleasttwooptionsforreducing/eliminatingabottleneck,makingabusinessprocessmore

profitable,givencurrentdata.• Recommendoneoftheoptionstoimproveprofitability,usingdefensibledatatosupportyourproposed

solution.

ModuleComponents:

• VideoLecture1:IllustrativeExample:Analysis• VideoLecture2:IllustrativeExample:Improvement• VideoLecture3:AFrameworkforProcessAnalysis• Reading1:AnalysisofProcessDurationandProcessCapacityasaBaseforProcessTimeManagement• Reading2:RequirementExcellenceFramework• Reading3:AnalysingtheProcess• Assignment:CaseStudyonDrasticPublishing,continued• CheckforUnderstandingAssessment

ProfessorGeorgeGeis

GeorgeT.Geis,Ph.D.,isanadjunctprofessorofInformationSystemsattheUCLAAndersonSchoolofManagement.GeisteachesatUCLAAndersonintheareasofmergers&acquisitions,financialmodeling,entrepreneurship,andaccounting.HehasbeenvotedOutstandingTeacheroftheYearatUCLAAndersonfourtimesandhasreceivedanumberofotherteachingawards.GeishasalsoservedasAssociateDeanandFacultyDirectorofUCLAAnderson'sExecutiveMBAprogram.HeiscurrentlyFacultyDirectorofAnderson'sMergersandAcquisitionsExecutiveprogram.GeishasalsotaughtmergersandacquisitionsattheHaasSchool,UCBerkeleyandhasbeenavisitingprofessoratBocconiUniversity(Milan)andatDardenSchoolofBusiness(UniversityofVirginia).

Dr.GeisisanexpertonM&Aactivityintechnology,communicationsandmediamarkets.Hismostrecentbook,DigitalDeals,providesablueprintforplanningandexecutingsoundcorporatebusinessdevelopmentstrategies.Geis'researchinterestsincludemarketmodelingforM&A-relatedstrategiesaswellasventureinitiationandgrowthprocesses.

ANationalScienceFoundationandWoodrowWilsonHonoraryFellow,Dr.Geishasextensiveconsultingexperienceandhaspublisheddozensofprofessionalarticlesandsixbooks.HeistherecipientoftheFinancialExecutivesInstituteAwardforoutstandingachievementinfinance.

Dr.GeistaughtintheLEADSummerInstituteforminorityyouthformorethan10years.HehasprovidedmanagementeducationfordirectorsofHeadStartprogramsnationwideaswellasforIraqveteransinUCLA’sEntrepreneurs’BootcampforVeteranswithDisabilities.His16-tapelectureserieson“StatisticalAnalysisinBusiness”appearedaspartoftheTeachingCompany’sSuperStarTeacherseries.

GeisiseditorofawebsitethatprovidesavisualanalysisofM&Adealsintechnology,mediaandcommunicationsmarketsathttp://www.trivergence.com.GeisalsowritesanM&Ablogathttp://maprofessor.blogspot.com.

GeisreceivedaB.S."summacumlaude"andwith"honorsinmathematics"fromPurdueUniversity,anM.B.A.fromUniversityofCalifornia,LosAngeles,andaPh.D.fromUniversityofSouthernCalifornia.

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Module3:IntroductiontoFinanceandAccounting,Part1ModuleLearningObjectives:

Asaresultofparticipatinginthismodule,youwillbeableto:• Explainwhatfinancialstatementsareandtheirpurpose/s,collectivelyandindividually.• Demonstratehowfinancialstatementsreflectthebusinessactivitiesofthebusinessventure.• Usingasetofdata,buildabalancesheetthatrepresentsthefinancialpositionofabusinessventure.

ModuleComponents:

• VideoLecture1:Introduction• VideoLecture2:BusinessActivitiesandFinancialStatements• VideoLecture3:TheBalanceSheet:Assets• Reading1:WhatIsaFinancialStatement?• Reading2:FourTypesofFinancialStatements• Reading3:StatementofFinancialPosition(BalanceSheet)• Reading4:IncomeStatement|Profit&LossAccount• Reading5:StatementofCashFlows• Reading6:LimitationsofFinancialStatements• Assignment:CaseStudyonDrasticPublishing,continued• CheckforUnderstandingAssessment

Module4:IntroductiontoFinanceandAccounting,Part2ModuleLearningObjectives:

Asaresultofparticipatinginthismodule,youwillbeableto:• Useasetofdatatocompletetheliabilitiesandshareholders’equitysideofabalancesheetthatalready

containsassets,fullyrepresentingthefinancialpositionofabusinessventure.• Useasetofdatatocompletetheincomestatementforabusinessventure.• Useasetofdatatocompletethestatementofcashflowsforabusinessventure.

ModuleComponents:

• VideoLecture1:TheBalanceSheet:LiabilitiesandShareholders’Equity• VideoLecture2:TheIncomeStatement• VideoLecture3:StatementofCashFlows• Reading1:ReportingCurrentLiabilities• Reading2:Stockholders’Equity• Reading3:RetainedEarningsontheBalanceSheet• Reading4:PreparationoftheIncomeStatement• Reading5:IntroductiontotheStatementofCashFlows• Reading6:KeyConsiderationsfortheStatementofCashFlows• Assignments:CaseStudyonDrasticPublishing,continued

• CheckforUnderstandingAssessment

Syllabus:IntroductiontoMarketingandManagerialLeadershipSpecializationCertificate: BusinessFoundations

Faculty: ProfessorsSuzanneShuandMiguelUnzueta

Course3: IntroductiontoMarketingandManagerialLeadership

CourseDescriptionThisCourseconcernstwomorebasicseverybusinesspersonmustmaster:marketingandmanagerialleadership.TheCoursebeginswithclassicmarketingprinciplessuchasfeatures/benefits,the3Cs,segmentinganddefiningatargetmarket,andthe4Ps.Itthenshiftstodifferentiatingandhonoringbothmanagementandleadershipskills,divinginoneachelementofthePOLC[S]modelofmanagerialexcellence,andendingwithimportantthoughtsaboutamanager’sethics.

CourseLearningObjectives:Bytheendofthiscourse,youwillbeableto:

• Completeamarketingandsalesplanthatincludesstrategicanalysis–company,customers,andcompetition–aswellastacticsofsegmentingandtargetingcustomers,pricing,placing,positioning,andpromotingyourproduct/service.

• Blendboththestrategic[leadership]andthetactical[management]aspectsofleadingyourbusiness.• UsethePOLC[S]model,includingassociatedbestpractices,tostructureyourapproachtobusiness

managementandleadership.

OverviewVideo:SebastianEdwards,UCLAAndersonSchoolofManagementFaculty

ProfessorSuzanneShu

SuzanneShu’sresearchinvestigateshowindividualsformjudgmentsandmakedecisionsinuncertainenvironments.Sheisespeciallyinterestedinjudgmentsanddecisionsthatoccuroverlongtimeframes.Thetypesofdecisionsanalyzedinherresearchincludeconsumerself-controlproblemsandconsumptiontimingissues,withimportantimplicationsforbothnegativebehaviors(suchasprocrastination)andpositivebehaviors(suchassaving).

ProfessorShureceivedaPhDfromtheUniversityofChicagoin2004,whereherstudiesincludedbehavioraleconomics,decisionsciences,andmarketing.ShealsoholdsadegreeinElectricalEngineeringandMastersinElectricalEngineeringfromCornellUniversity.

Inadditiontoherworkinacademia,ProfessorShuhasworkedasaproductlinemanager,anITprojectmanager,andasamanagementconsultantinsalesforcedesign.Shealsoconsultsforfinancialservices

atUCLA,ProfessorShutaughtmarketinganddecisionmakingcoursestoMBAstudentsattheUniversityofChicago,SouthernMethodistUniversity,andINSEAD.

Module1:IntroductiontoMarketing,Part1ModuleLearningObjectives:

Asaresultofparticipatinginthismodule,youwillbeableto:• Distinguishbetweenaproduct’sfeaturesanditsbenefitstocustomers.• Conductthefirstpartofasituationalanalysisforaparticularproduct,includingthefirsttwoCs,

companyandcompetition.• DescribeindetailthethirdC,customers,whotogetherformatargetmarketforanewproduct,given

somegeneralfactsabouttheproduct.

ModuleComponents:

• VideoLecture1:IntroductionandFramework• VideoLecture2:SituationAnalysis• VideoLecture3:SegmentationandTargeting• Reading1:DefiningMarketing• Reading2:IntroducingMarketing• Reading3:WhyDoMarketingSegmentationandTargetMarketingMakeSense?• Reading4:SWOTAnalysis• Assignment: CaseStudyonDrasticPublishing,continued• CheckforUnderstandingAssessment

Module2:IntroductiontoMarketing,Part2ModuleLearningObjectives:

Asaresultofparticipatinginthismodule,youwillbeableto:• Writeapositioningstatementthatincludesthetargetsummary,productoffer,competitivealternatives,

andsupport.• Analyzethe“4Ps”ofamarketingplan–product,price,promotion,andplace–toaccuratelydescribe

eachelement.• Researchthesizeofpotential,addressable,andtargetmarketsforaparticularproduct.

ModuleComponents:

• VideoLecture1:Positioning• VideoLecture2:ProductBrandingandDistributionChannels• VideoLecture3:PricingandPromotion• Reading1:CompetitivePositioning• Reading2:ValueofBranding• Reading3:LifestyleBranding:EngagementandtheTotalExperience• Reading4:DevelopingaBrand

• Reading5:BrandingStrategies• Reading6:The4P’sofEffectiveMarketing• Assignment:CaseStudyonDrasticPublishing,continued• CheckforUnderstandingAssessment

ProfessorMiguelUnzueta

MiguelUnzuetaisanAssociateProfessorofManagementandOrganizationsatUCLAAndersonSchoolofManagement.Hisresearchexploreshowpeopleunderstandtheirpositionwithinsocialandinterpersonalhierarchiesandtheimpactthisunderstandinghasontheirperceptionsofself,others,andgroup-basedinequality.

ProfessorUnzuetateachesthecoreorganizationalbehaviorcourseforfull-timeMBAstudents(@MGMT409).In2010,hewasawardedtheGeorgeRobbinsAssistantProfessorTeachingAward.Morerecently,hewasselectedbyPoets&Quantsasoneofthebest40businessschoolprofessorsunderage40.

ProfessorUnzuetaiscurrentlyservingontheeditorialboardofAztlán:AJournalofChicanoStudiesandisamemberoftheRiordanPrograms'advisoryboard.st

Module3:IntroductiontoManagerialLeadership,Part1ModuleLearningObjectives:

Asaresultofparticipatinginthismodule,youwillbeableto:• Planspecificstepstobridgethegapbetweenthecurrentstateandthedesiredstatebringingboth

managerialandleadershipskillstobear.• CreateaRACIchartthatshowshowworkonspecifictasksshouldbeallocated.

ModuleComponents:

• VideoLecture1:DefiningManagementandLeadership• VideoLecture2:KeySkill:Planning• VideoLecture3:KeySkills:OrganizingandAllocatingResources• Reading1:Top10LeadershipQualitiesofaProjectManager• Reading2:StrategicLeadership:TheEssentialSkills• Reading3:RelationshipbetweenPersonalityandManagerialPerformance• Reading4:TheEmergenceofaNewEraofManagement:TheLeadershipTraitsandSkillsofEastern

IndianandAfghanWomen• Assignment:CaseStudyonDrasticPublishing,continued• CheckforUnderstandingAssessment

Module4:IntroductiontoManagerialLeadership,Part2

ModuleLearningObjectives:

Asaresultofparticipatinginthismodule,youwillbeableto:• Writeabriefsketchofagreatleader–eithersomeoneyouknoworapublicfigure–thatdescribestwo

keycharacteristicsthatdefinetheindividual’sleadershipanddefendyourpositionwithfacts.• Solveaprobleminvolvingalackofmanagementcontrolinabusinesssituation.• Createalistoftipsforcoachinganemployeewhoisdemonstratingunacceptablebehavior.

ModuleComponents:

• VideoLecture1:KeySkill:Leading• VideoLecture2:KeySkill:ManagementControls• VideoLecture3:KeySkill:Staffing• VideoLecture4:EthicalManagement• Reading1:Strategic,Tactical,andOperationalControl• Reading2:HowtoInspireWorkplaceBehaviorstoGetBetterResults• Reading3:InformalNetworks:TheCompanyBehindtheChart• Reading4:EthicalLeadership:RightRelationshipsandtheEmotionalBottomLine• Reading5:EthicalLeadership,Decision-making,andOrganizations• Assignments:LeadershipSketch;CaseStudyonDrasticPublishing,continued• CheckforUnderstandingAssessment