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SYLLABUS – MGT360 (Section 86)(Semester 092)
LEADERSHIP AND MOTIVATION*
E-mail: chet@miami.edu Spring 2009 Intersession Home Phone: (Please call Instructor: Professor Chet Schriesheim before 10 p.m.) (305) 661- Meeting: SB 502 University of Miami Phones: Dates: Jan. 5-9 and 12-16 (M-F) Office Direct: (305) 284- Times: 5:30-9:45 p.m. Office Fax: (305) 284-
Formal Course Description
Three semester credit hours. Selected topics pertaining to leadership, motivation, and individual processes are surveyed; students' ability to understand and apply diverse approaches to the leadership and motivation of people in organizations is emphasized by lecture, class discussion, and case analyses of pertinent management materials.
Brief Biography of the Instructor
Chester A. Schriesheim (Ph.D., The Ohio State University, 1978) is a tenured full professor and the University of Miami Distinguished Professor of Management. He has also been the author or co-author of numerous books, book chapters, and journal articles. Professor Schriesheim has been most active in the areas of leadership, power and influence, and applied psychometrics and statistics, and his articles have appeared in such outlets as Administrative Science Quarterly, Academy of Management Journal, Psychological Bulletin and the Journal of Applied Psychology. Professor Schriesheim was elected a Fellow of the American Psychological Association (1986) and he is generally considered to be one of the world's top 5 leadership scholars. Professor Schriesheim's consulting engagements have included the C.I.A. (Leadership Analysis Directorate), Eagle Brands, Coca-Cola, and Burger King, among others.
Textbooks (on sale in the U.M. Bookstore and elsewhere)
Mario Puzo, The Godfather. New York: Signet Books, 1978 (1969 copyright by Mario Puzo). (REQUIRED -- buy the paperback Signet version - not hardcover.)
Robert P. Vecchio (Ed.), Leadership: Understanding the Dynamics of Power and Influence in Organizations, 2nd^ Edition. Notre Dame, IN: University of Notre Dame Press, 2007. (OPTIONAL.)
*Copyright © Chester A. Schriesheim, 2009. All Rights Reserved.
Godfather will be discussed until the end of class. The case discussion will focus on how the leadership approaches being considered might be applied in practical settings; some tie-ins with previously covered approaches will also be made. The Godfather discussion will highlight key learning points covered in the book and relate them to various materials covered in class.
Grading
Grades will be based upon two equally weighted components: quizzes and a final examination. Completion of a term project is optional, and students may individually negotiate special grading arrangements with the instructor on the first day of class (only). A modest classwork bonus may be awarded by the instructor; such bonuses are optional and only at the instructor's discretion -- they are not subject to negotiation, debate, or appeal. It should be noted that there is no predetermined number of "A"s, "B"s, etc. which will be given out in this class. This will depend only upon how the class performs relative to other classes taught by the instructor in the recent past.
Quizzes and Final Examination
You will receive non-cumulative 10 or 15-minute quizzes every day except for the final examination date. The quizzes will have questions dealing with the Godfather readings that were assigned for that day and with the material(s) covered in class the day before the quiz. The final examination will be no more than two hours in length and consist of two parts: the first will be cumulative in nature and short essay; the second will focus strictly on having you apply course concepts to a short leadership problem (a "mini-case").
Attendance
This class is advanced and concentrated and it meets in a short time period. Poor student attendance is therefore highly problematic. Consequently, students missing the first class without first obtaining permission in advance will be dropped from the class. Additionally, attendance will be taken in each class session and used as one of the considerations in deciding upon a classroom contribution bonus. Also, it should be noted that students with more than two (2) unexcused absences will not receive course credit (i.e., they will receive a grade of “F”).
Exceptions
This syllabus summarizes all terms and conditions under which this course is offered by the instructor and under which this course is taken by all students. These terms and conditions are binding upon both instructor and student; any modification to these terms must be agreed upon in writing and signed by both the instructor and the student and counter-signed by the Chairman of the Department of Management. There are no exceptions to this rule.
"FYI" -- Additional "Boilerplate" or "Special Concerns"
Makeup quizzes will not be given. Makeup Final Examinations will be given only in very special circumstances and then only for documented serious personal difficulties. You are also advised to inform the instructor in advance of any planned absences (to have them excused) and to let the instructor know of mitigating circumstances for absences when they exist. Otherwise, absences "count" (see above).
You should be aware that missing the final examination will cause the issuance of a failing grade in the course, unless prior arrangements have been made with the instructor and agreed upon by him in writing. Unexcused missed quizzes will be counted as "0" in computing final grades; excused missed quizzes will not be counted.
Students who are disruptive of the classroom learning environment (in the instructor's judgment) may be administratively dropped from the course or have their final course grades substantially lowered or a failing grade issued, at the discretion of the instructor.
With the only exception being for illness or serious personal difficulties, students wishing to discuss, contest, or appeal any course grades (excluding the final course grade) will have 2 class meetings to do so. Students wishing to discuss, contest, or appeal the final course grade have within 10 calendar days of the posting of grades on the Easy System to do so.
Finally, the University of Miami is governed by codes of honor with which students should be familiar (the instructor will furnish copies to any students unfamiliar or unacquainted with these). This course will be run according to these and according to the instructor's general policy, which is:
"The use of unauthorized material, communication with fellow students during an examination or quiz, attempting to benefit from the work of another student and similar behavior that defeats the intent of an examination, case, exercise, or other course assignment or requirement is unprofessional and unacceptable. Cheating on examinations, plagiarism, improper acknowledgement of sources in essays, and the use of a single essay in more than one course are considered exceptionally serious offenses and shall result in a failing course grade and in the most serious additional disciplinary actions allowed by the University (such as suspension or dismissal from the University)."
- According to Equity Theory, what is one of the potential responses to an inequitable situation?
- What is the Porter-Lawler model used for?
- Name two of the career functions of a mentor. (1/2 point for each)
Quiz 5
- What was the first business transaction that the Don was involved in with Clemenza and Tessio?
- How did Luca Brasi ensure that the screams of the two men sent by Capone would not be heard? (Hint: This "method" ultimately caused the death of one of the men.)
- According to the Don, what event decided Sonny's destiny?
- What service did the Bocchicchio's perform for Don Corleone that enabled the meeting of all the Dons to take place?
- In the "Managing Your Boss" video, five actions that would improve your chances of success in managing the relationship with your boss were discussed. Name two of them (each is worth one point).
- In the article from the Miami Herald, "Know Thy Boss, and Thyself Too", some basic guidelines are offered on ways to manage your boss. What are two of these guidelines (each is worth one point)?
Quiz 6
- What event occurred that allowed Michael Corleone to return to the U.S. safely, without fear of being jailed or murdered for the deaths of Sollozzo and Captain McCluskey?
- What is the "thunderbolt"?
- How was Apollonia killed?
- What is the basic assumption of Fiedler's Contingency Model (that differs from the other models/theories we have studied)?
- Name two of the situational factors Fiedler would advocate changing if a leader is viewed as currently being "ineffective". (1/2 point for each)
- In what type of situations are low LPC leaders effective?
Quiz 7
- Why does Mama Corleone go to church every morning?
- What was Dr. Jules' recommendation regarding Nino?
- What had Moe Greene done that had displeased the Don?
- Name two of the behavioral characteristics of a charismatic leader. (1/2 point for each).
- In what type of situation(s) are high LPC leaders most effective? (Hint: either describe the type of situation using all the situational factors or list the octant numbers.)
- According to the Porter-Lawler Model of Motivation, if performance was identified as a problem, what is one of the immediate potential causes a manager should look at?
Quiz 8
- What was Albert Neri's former occupation (before joining the Corleone Family)?
- Why did Kay leave Michael?
- What ultimately happened to Tessio?
- Define each of the elements of the following equation: P = Q x A.
- According to the Vroom-Yetton-Jago decision making model, what is the main difference between the C and G styles?
- Name two of the tradeoffs that occur as leaders move along the continuum of decision making styles. (1/2 point for each)
FINAL EXAM INSTRUCTIONS: This is a closed-book examination. Please write your answers in the blue books provided and do not use any additional materials. Please write neatly. What cannot be read will not receive credit.
The two parts of the examination are equally weighted; therefore, please be sure to allocate your time accordingly. You will have 90 minutes to complete this examination (with additional time given if really needed).
Theory Questions. Instructions : Select and answer five (5) of the following seven (7) questions. Only the first five that you answer will be graded; therefore, do not answer additional questions. Also, please note that these are meant to be "short-answer;" develop your ideas but do not wander off the topic.
- (a) Define each of the decision-making styles identified in the Vroom-Yetton-Jago model. (b) What is the most important question the leader must ask before giving up control of the decision to the group? (c) Give an example from The Godfather of two of the decision-making styles.
- (a) List and define the five bases of power which were presented and discussed in class. (b) Which of these are considered positional/organizational, and which are considered to be personal powers? (c) Which power(s) produce the best results? (d) Give an example from The Godfather that illustrates a positional/organizational power or a personal power.
- (a) Define each of the five types of conflict management styles discussed in class. (b) Which of these is described as producing win-win solutions? (c) Give an example from The Godfather
(b) Give an example from
of the use of this conflict management style, and explain the win-win outcome which resulted.
- House and Podsakoff have indicated for us the behavioral and attitudinal characteristics of charismatic leaders. (a) List and briefly discuss five of these characteristics. The Godfather of two people you believe were charismatic leaders, and support your choices with illustrations of these people displaying two
