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Argosy University

COURSE SYLLABUS

B6027

Perspectives in Change Leadership

Weekends * Blended

Schedule

November 13, 6:00 p.m. – 9:59 p.m.

Saturday, November 14, 9:00 a.m. – 5:00 p.m.

Sunday, November 15, 9:00 a.m.-1:00 p.m.

Friday, December 5, 6:00 – 9:59 p.m.

Saturday, December 6, 9:00-5:00 p.m.

Faculty Information

Faculty Name: William A. Nowlin, Ph.D.

Campus: Chicago

Contact Information: Telephone no.: 708.261.8811

E-mail wnowlin@argosy.edu

Office Hours: Thursdays, anytime, by telephone, at 708.261.8811 or by appointment on campus.

Short Faculty Bio: Nowlin teaches courses in educational administration, organizational

leadership and business. He has published articles on employee and workplace issues. He holds a Ph.D. in Higher Education (University of

Buffalo), Masters of Public Administration (State University of New York, Brockport), and a MS in Organizational Psychology, (Kansas

State University) and a BA in Business Administration (State University of New York, Empire). He is a professor at Governors State

University (GSU). Nowlin formerly served as Vice President of the U.S. Business School in Prague (Czech Republic), Dean, of the College

of Business and Public Administration (GSU) , and Interim Vice President and CEO of the GSU Foundation. He is a former senior

consultant with Argosy University, Chicago Campus.

Table of Contents

Page Page Page

Important Information 2 Contact Hours / Credit 3 Library 13

Course Pre-requisites 2 Program Outcomes 3 Academic Dishonesty/Plagiarism 13

Course Description 2 Course Objectives 3 Scholarly writing 13

Required Textbook 2 Assignment Table 4 Americans with Disabilities Act Policy 13

Recommended Articles 3 Grading Criteria 12 Statement Regarding Diversity 14

Technology 3 If you miss an on campus or online module 12 Group Project 15

Course length 3 College of Business Mission Statement 12 Team Evaluation Form 24

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Important Information:

Participation in one Conference Call (optional). The instructor will facilitate a conference call to discuss the syllabus on Saturday, October 31, 7: 00 p.m. C.S.T.

and Monday, November 2, 8:00 p.m. C.S.T. To participate, send me an email at wnowlin@argosy.edu. In the subject line, type: B6027 Conference /insert first

name and last name/ insert date and time of conference call in which you would like to participate. You will receive an e-mail from FREECONFERENCECALL

with telephone number and access code.

For assignments, follow the syllabus and the eCollege Announcement Board instead of assignments in eCollege.

The instructor will post the assignment for each week on the Announcement Board on Sunday of each week. The week (or Module) starts on Thursdays and ends

on Wednesdays.

There will be an online discussion assignment each week.

Most team assignments will be completed in class.

Use the ―Questions for the Professor thread‖ in eCollege to ask questions about the course. Most students can benefit from the answer to a single question.

The term begins on 10/29/09 and ends on 12/19/09.

Course Pre-requisites: None

Course description:

This course focuses on the essence of leadership and management, including the behaviors, attitudes, and perspectives that distinguish leaders. Effective strategies for

developing managers and leaders in the context of modern organizations are emphasized. Leadership dilemmas and issues are analyzed. A multidisciplinary approach

will be used to explore new demands and relevant strategies for effective leadership. Individuals will be helped to identify their leadership style.

Required Textbook:

Yukl, G. A. (2010) Leadership in Organizations (7th

ed.). Prentice Hall. ISBN: 0-13-242431-2

Booth, W, Colomb, G., & Williams, J. M. (2008). The Craft of Research (3rd

Ed.). Chicago, IL: The University of Chicago Press.

ISBN 0226065669

Recommended Articles:

1. Bennis, Warren. The Secrets of Great Groups, Leader to Leader, No.3, Winter 1997

http://leadertoleader.org/leaderbooks/L2L/winter97/bennis.html (extracted 11/6/06)

2. Wheatley, Margaret. Goodbye Command & Control, Leader to Leader, No.5, Summer 1997

http://leadertoleader.org/leaderbooks/L2L/summer97/wheatley.html (extracted 11/6/06)

3. Winning at Change: John Kotter: Leader to Leader, No.10, Fall 1998 http://leadertoleader.org/leaderbooks/l2l/fall98/kotter.html

(extracted 10/15/06)

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4. Collins, Jim. The 10 Greatest CEOs of All Time: (cover story) Fortune, 7/21/2003, Vol. 148 Issue 2, 54

http://web.ebscohost.com/ehost/detail?vid=64&hid=11&sid=50cbf61b-c5a7-4fd5-aea6-8d4e51b9371b%40sessionmgr2

(extracted 10/15/06)

5. Bono, J. E., Boles, T. L., Judge, T. A., & Lauver, K. J. (2002). The role of personality in task and relationship conflict. Journal of Personality, 70(3), 311 – 344

6. Gibson, C. B. (1995). An investigation of gender differences in leadership across four countries. Journal of International Business Studies, 26(2), 255 – 279

Technology: Pentium III CPU/ Windows 98; 128MB RAM printer; Microsoft Office; Acrobat (full version); Microsoft Internet Explorer 5.5 (PC), 5.0 (MAC), or

Netscape Navigator 4.08; Norton Antivirus.

Course length: 7.5 Weeks

Contact Hours: 45 Hours

Credit Value: 3.0

Program Outcomes:

1. Communication

1.1. Oral/Written – Present business information orally and in writing using appropriate technology that is concise, clear, organized, supported, and persuasive in a

professional manner appropriate to the business context

2. Critical Thinking/Problem Solving

2.1. Critical Thinking – Incorporate and synthesize information, theory, and practice in order to implement appropriate business actions

2.2. Problem Solving/Decision Making – Given a business situation, diagnose the underlying causes of the situation, evaluate possible solutions, and determine

and defend appropriate course of action

2.3. Information Literacy – Access information from a variety of sources, evaluate the credibility of the sources, and apply that information to solve business

problems

3. Team

3.1. Leadership – Describe the requirements of team members and leaders to work effectively and creatively in achieving team goals

3.2. Collaboration – Collect, categorize, and consider the views of all stakeholders

4. Ethics

4.1. Ethics – Identify the ethical principles related to personal and corporate behavior in specific business situations and explains the potential consequences

5. Diversity

5.1. Diversity – Identify the impact of both cultural and economic factors on the modern enterprise and explain the potential consequences

6. Analysis/Application

6.1. Applied Technology – Select and defend business technology solutions to typical business problems

6.2. Integration – Describe the interrelationship of the functional business areas of statistics, accounting, finance, marketing, operations, and strategy within the

context of specific organizational goals

Course Objectives:

1. Analyze, compare and contrast leadership theories and concepts (Program Outcomes: 1.1; 3.1; 3.2; 4.1; 5.1)

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2. Assess dilemmas facing organizational leaders with an emphasis on ethics, power, and achieving organizational goals. (Program Outcomes: 1.1; 3.1; 3.2; 4.1; 5.1

3. Analyze and apply effective management and leadership strategies that deal with current organizational demands. (Program Outcomes: 1.1; 3.1; 3.2; 4.1; 5.1)

4. Explore the current behaviors, attitudes and perspectives of leaders. (Program Outcomes: 1.1; 3.1; 3.2; 4.1; 5.1)

5. Reflect and support one’s personal leadership style. (Program Outcomes: 3.1; 3.2)

Assignment Table

Module Topics Readings Assignments

The individual assignments in each module, in this

column, except for M1:A01 and M8:A2, will culminate in

a Self-Development Plan.

Team Assignments

Time will be provided in class for

teams to work on the team

assignments.

1

Thurs.

10/29

Introduce SFL

Guidelines &

Process –

Scenario and

Storyboards

STUDENT SFL Guide.doc

Leadership

Characteristics

Leadership

Traits

Ethical issues

Leadership in

Organizations:

Chapter One: The Nature of

Leadership

Chapter Two: The Nature of

Managerial Work

From Argosy University

online library read the

articles below to get an

overview of the differences

between leadership and

management and what

leaders do.

Rowe, W. G. (2001).

Creating Wealth In

Organizations: The Role of

Strategic Leadership.

Academy of Management

Executive, 15(1), 81 – 94.

M1: Assignment 01 - Autobiography

Write approximately 100 words to describe yourself to

your instructor and peers. Please include your name, career

goals, employment or other history you would like to

share, and number of courses completed. You may also

want to share difficult leadership positions you have held

or observed. Also, indicate what writing skills you feel

you need the most guidance and your knowledge of APA.

Copy and paste by Friday, October 29, 2009.

Read your classmates’ introductions and

respond to one by Saturday, October 31, 2009.

M1: Assignment 1 - Individual: Leader or Manager?

Think of a person you have reported to in the past. Based

on your idea of leadership, analyze whether that person

was a manager or a leader. Give examples to support your

answer and also demonstrate why either the concept of

leadership or management is more applicable to that

person. Conduct a STAR analysis of the person’s actions

Weekend one

M1: A2 Team Formation Choose a leader/coordinator and

co=leader/co-coordinator for your

team.

For detailed information, see the in

project description at the end of the

syllabus.

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Zaleznik, A. (2004).

Managers and leaders: are

they different? Harvard

Business Review, 82(1), 74 –

81.

Kotter, J. P. (2001). What

leaders really do? Harvard

Business Review, 79(11), 85

– 96.

to arrive at your conclusion by creating their STAR

matrix. Present the points as bulleted lists in the cells in

the STAR matrix.

Starmatrix[2].doc

By Wednesday, November 4, copy and paste in

M1: A1 on the Discussion Board.

Bring the assignment to class; be prepared to

discuss your Starmatrix in class on the first

weekend.

2

Thurs.

11/5

Leadership Theories

Trait Theory

Behavior

Theory

Attitude Theory

Motivation

Theory

Leadership

Theory

Influence

Theory

Leadership Theories

and how they

Influence:

Power

Politics

Networking

Negotiation

Leadership in

Organizations:

Chapter 6: Power and

Influence

Chapter 8: Early

Contingency Theories of

Effective Leadership

Chapter 9: Charismatic and

Transformational

Leadership

M2: Assignment 1 - Write a 2 page paper, with at least

three references, in APA format, on the theories assigned

to you (see Announcement Board).

1. Trait Theory

2. Behavior Theory

3. Attitude Theory

4. Motivation Theory

5. Leadership Theory

6. Influence Theory

Use the Argosy online library to do your research:

http://library.argosy.edu/misc/onlinedblist.html.

The Purdue University site is a good source for APA

format:

http://owl.english.purdue.edu/owl/resource/560/01/

By Monday, November 9, copy and paste on

the Discussion Board.

By Wednesday, November 11, comment on the

post of one peer.

Bring your 2-3 page paper to class on the first

weekend; Students will be randomly selected to

Weekend one

M2: A2 Marcom Preliminary

Analysis As a team, create an abstract, double

spaced and one page in length, which

would present a preliminary analysis of

Marcom’s problems. Apply various

leadership theories to identify the

probable problem zones in Marcom

leadership and also use the theories to

identify the possible solution path.

Solutions should be indicative, and you

are not expected to offer micro-level

directions.

For detailed information, see the in

project description at the end of the

syllabus.

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present/lead discussion on the theories

assigned.

3

Thurs.

11/12

Note:

The

class

meets

on

campus

this

week-

end.

Contingency

Leadership Theory

Team Leadership

Communication

Coaching

Conflict Skills

Leadership in

Organizations:

Chapter 5: Dyadic Role

Making, Attributions and

Followership

Chapter 11: Leadership in

Teams and Decision Groups

Chapter 14: Ethical

Leadership and Diversity

From the Argosy University

online library, read the

following article for an

overview on Virtual Teams.

Kerber, K. W., Buono, A.F.

(2004). Leadership

challenges in global virtual

teams: lessons from the field.

SAM Advanced Management

Journal, 69(4), 4-10

M3: Assignment 1- Individual:

Review Marcom case so that you will be an effective

contributor in team discussions in class on this weekend.

Weekend one

M3: A2 Managing Team Marcom

As a team, analyze the given scenario

and create a one to two page double-

spaced report compiling your findings

and solutions for problems in team

leadership in Marcom. Complete the

listed tasks to create the report.

For detailed information, see the in

project description at the end of the

syllabus.

By Wednesday, November

18, the team leader will copy

and paste a one page

summary of the team’s

conclusions.

By Friday, November 20,

each student should

comment or ask a question of

about the post of your team

or another team.

The team should designate

two members to respond to

any questions asked of the

team.

4

Thurs.

11/19

Leadership

Styles

Dyadic

Relationships

Fellowship

Leadership in Organizations:

Chapter 3: Perspectives on

Effective Leadership

Behavior

Chapter 4: Participative

M4: Assignment 1 - Individual: Identifying Leadership

Style

Consider the person you analyzed in the first assignment

"Leader or Manager?" in Module 1. In that exercise, you

identified whether the person was a manager or a leader.

In this assignment, you have to identify the leadership

Weekend one

M4: A2 Changing Leadership Style

As a team, analyze the given scenario

and create a one-page letter proposing a

coaching strategy for Sarah.

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Delegation

Managing

Change

Leadership, Delegation and

Empowerment

From the Argosy University

online library, read the

following article for an

overview on Situational

leadership style.

Yeakey, G. W. (2002).

Situational leadership.

Military Review, 82(1), 72.

style of that person.

Apply what you learned on leadership styles from the

textbook to analyze the modus operandi of the person you

have chosen. Be neutral and try to identify the style of that

person by analyzing examples of their behavior. Present

the points as bulleted lists in the cells in the STAR Matrix.

Starmatrix

By Wednesday, November 25, submit to

dropbox M4.A1.

For detailed information, see the in

project description at the end of the

syllabus.

Special writing focus:

Plagiarism exercise.

Paraphrasing and Quoting

Exercise.

Evaluating Databases Discussion

Prepare to discuss the

contents of the letter in class.

By Monday, November 23,

copy and paste the team’s

letter on the M4:A2

Discussion Board

By Wednesday, November

25, comment on the letter of

your team or another team.

5

Thurs.

11/26

Strategic

Leadership

Charismatic

Leadership

Transformation

al Leadership

Leadership and the Art of

Change: A Practical Guide

to Organizational

Transformation:

Chapter 3: Vision:

Motivating Change

Chapter 4: Plans: Mapping

Change

M5: Assignment 1 - Individual: Identify Your Style

Complete the following tasks to work on your Self-

Development Plan.

Conducting online research on the following instruments

assigned to you (see Announcement Board):

1. Myers-Briggs Type Indicator (MBTI) http://www.humanmetrics.com/cgi-win/JTypes2.asp

2. Ken Blanchard Leader Behavior Analysis (LBAII®)

http://www.geocities.com/athens/forum/1650/qblanch

ard.html

3. Kolb Learning Style Inventory

http://nwlink.com/~donclark/hrd/styles/learn_style_su

Weekend Two

M5: A2 Mid-Project Assessment

As a team, compile the findings from

the first four modules in a report of

approximately three pages in a Word

document. Using the Mid-Project

Assessment document, demonstrate

your progress in identifying the

problem areas and solutions strategies

for Marcom.

The team will give a report in class.

For detailed information, see the in

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rvey.html

or

http://www.learning-styles-

online.com/inventory/userInfo.asp

4. Thomas-Kilman Conflict Mode Instrument (http://academic.engr.arizona.edu/vjohnson/ConflictManagementQuestionnaire/ConflictM

anagementQuestionnaire.asp

Write a 2 page paper, with at least three references, in

APA format, on the instrument assigned to you.

Use the Argosy online library to do your research:

http://library.argosy.edu/misc/onlinedblist.html.

The Purdue University site is a good source for APA

format:

http://owl.english.purdue.edu/owl/resource/560/01/

For your assigned instrument, identify:

1. Outcomes of each of the instruments (what does it

measures overall?)

2. Aspects of leadership each of the instruments

addresses (what are the dimensions it measures?)

Be prepared to give an expert’s perspective on

the instrument assigned to you in class on

Weekend Two.

By Monday, November 30, copy and paste

your paper on the M5: A1 Discussion Board.

Read posts of your peers.

Complete each assessment for each of the above

categories. For your Self-Development Plan,

Individually prepare your Self-Development Plan. Each

section will deal with one of the four instruments. Each

section will contain three brief paragraphs to address:

1. Your Type/Style/Practice

2. Characteristics of Your Type/Style/Practice

project description at the end of the

syllabus.

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3. Rationale for Your Conclusion

Remember to connect the paragraphs within a section. Use

established APA guidelines.

This paper is due in Module 7.

6

Thurs.

12/3

Note:

The

class

meets

on

campus

this

week-

end.

Managing

Crisis

Leadership and the Art of

Change: A Practical Guide

to Organizational

Transformation:

Chapter 5: Implementation:

Producing Change

Chapter 6: Follow-through:

Institutionalizing Change

From the Argosy

University online library read the following article for

an overview of human

dilemmas.

Zaleznik, A. (1963). The

human dilemmas of

leadership. Harvard

Business Review, 41(4), 49

– 55

M6: Assignment 1 - Individual: Understanding

Dilemmas

Conduct online research on the dimension you are

assigned (see Announcement Board).

1. Human Dilemmas

2. Task versus Relationship

3. Empowerment versus Control

4. Getting Results versus Building Capacity

5. Shared vision versus Diversity

6. Self versus Team Interests

Write a 2 page paper, with at least three references, in

APA format, on your assigned dilemma. Identify possible

conflict points in the dilemma and provide a solution

strategy of your own.

Use the Argosy online library to do your research:

http://library.argosy.edu/misc/onlinedblist.html.

The Purdue University site is a good source for APA

format:

http://owl.english.purdue.edu/owl/resource/560/01/

NOTE: In this assignment, the emphasis is not on

information gathering, but on understanding the issues

and dilemmas, and developing one’s own point of view.

Bring your paper to class. You will make a

presentation or lead discussion on the

dilemma you are assigned.

Weekend Two

M6: A2 Solving Dilemmas

As a team, analyze the given scenario

and create a team PowerPoint

presentation (with an introduction,

conclusion and the SAR* framework in

a minimum of six slides) addressing the

leadership dilemmas in Marcom.

For detailed information, see the in

project description at the end of the

syllabus.

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By December 7, copy and paste on the

Discussion Board.

7

Thurs.

12/10

Organizational

Cultures &

Leadership

Leading a

Diverse

Organization

Leadership in

Organizations:

Chapter 15: Overview and

Integration

From the Argosy

University online library

read the following articles.

Collins, J. (2001). Good to

great. Fast Company, (51),

90 – 104

Collins, J. (2001). Level 5

leadership. Harvard

Business Review, 79(1), 66

– 76

Goleman, D. (2000).

Leadership that gets results.

Harvard Business Review,

78(2), 78 – 90

(For leadership

effectiveness)

Conger, J. A., Fulmer, R. M.

(2003). Developing your

leadership pipeline. Harvard

Business Review, 81(12), 76

– 84

(For leadership

development)

Kanter, R. M. (2003).

Leadership and the

psychology of turnarounds.

Harvard Business Review,

81(6), 58 – 67

M8: Assignment 2 -Self-Development Plan

Review your Self-Development Plan. It should be a

double-spaced three-page document. It should answer the

following questions:

Page 1: Where are you now with regard to

leadership? (Your Personal Leadership Inventory)

Page 2: Where do you want to be? (Apply your

learning from all the modules to identify your

leadership goals)

Page 3: How will you accomplish that? (The actual

roadmap for your SMART* leadership goals)

*SMART goals are Specific, Measurable, Attainable,

Results-Oriented, and Time-Oriented.

By Monday, December 14, submit your Plan in

the dropbox M8.A2.

By Monday, December 14, complete the Team

Evaluation Form. Submit in dropbox M8:A4.

Weekend Two

M7: A1 TEAM project: Executive

Summary

TASK 1: Submit a one-page executive

summary and the TEAM’s

Organizational Change Proposal.

By December 14, one

member of the team will

submit your Organizational

Plan in the dropbox on

M7:A1.

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(For turning an organization

around)

8

Thurs.

12/17

Learning

Organizations

SFL Synthesis

Assignment 3: Course-End Discussion

Post your comments (at least 100 words each) on the

following discussion questions.

How has the course changed your perspective on the

relationship between leadership and change?

What is your one major learning that you can apply in

real life?

How will your experience of SFL help you translate

your learning into actions?

If there were one thing that you could change about

the course, what would that be?

By Friday, December 18, complete this M8:A3

Discussion Board assignment in eCollege.

M8: Assignment 1: Course Project

Presentation

Complete the following tasks to present

the Course Project.

For this presentation, identify the key

points from the Proposal and fit them

into the SAR framework. Remember

that the PowerPoint presentation should

be modeled on real-life boardroom

presentations, rather than sounding

academic.

Slide 1: Situation

Slide 2: Situation

Slide 3: Action

Slide 4: Action

Slide 5: Recommendation

Slide 6: Recommendation

If a team is ready to present

on the second weekend,

notify the instructor no later

than Wednesday of the week

in which the weekend class

will begin.

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Grading Criteria

Grade Range Course Score

Range

Activity

Points % of Grade

A 100 -93 713 - 669

Attendance/participation/assignments

(on campus) Weekend 1, 140 pts

Weekend 2, 140 pts

280 38%

A- 92 – 90 656 - 642

B+ 89 – 88 635 - 627 Weekly Assignments (online)

M1:A01, M2:A1, M3:A1, M4:A1, M5:A1,

M6:A1, M7:A1, M8:A2, M8:A3, M8:A4

241 34%

B 87 – 83 620 - 592

B- 82 – 80 585 - 570 Final project

M1:A2, M2:A2, M3:A2, M4:A2 = 120 pts

M5:A2, M6:a2, M8:A = 72 pts

192 28%

C+ 79 – 78 563 - 556

C 77 – 73 549 -520

Total 713 100%

C- 72 – 70 513 - 499

F 69 and

below

491

Writing excellence and APA format are expected in all online and paper assignments.

If you miss an on campus module or an online module, submit a scholarly paper in response to each discussion question for the module in question. If not stated in the

module, the length of the paper will be five pages, plus cover page, reference page and appendices (if any). Given the interaction in each class, when you are absent

there is a degree of learning/application that does not occur and cannot be duplicated, recovered or substituted, and there is a degree of contribution to the learning of

others that does not occur and cannot be duplicated, recovered or substituted. Therefore, only 85% of points for the missed module are available upon submission of the

paper.

College of Business Mission Statement

The Argosy University College of Business is dedicated to providing practical, evidence-based, high-quality, solutions-focused business programs at the undergraduate

and graduate level, as well as continuing business education and specified certificate training to business practitioners and educators in public, private, and non-profit

sectors across industries. All undergraduate and graduate programs of the College of Business are designed for the business practitioner and business educator, to instill

excellence of execution in knowledge, skills, and ethical values relevant to today’s global business environment. The inherent goal of these academic programs is to

foster values of social responsibility in a supportive, learning-centered environment of mutual respect and professional excellence.

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Library:

All resources in Argosy University’s online collection are available through the Internet. The campus librarian will provide students with links, user IDs, and

passwords.

Library Resources: Argosy University’s core online collection features nearly 21,000 full-text journals and 23,000 electronic books and other content covering all

academic subject areas including Business & Economics, Career & General Education, Computers, Engineering & Applied Science, Humanities, Science, Medicine &

Allied Health, and Social & Behavior Sciences. Many titles are directly accessible through the Online Public Access Catalog at http://library.argosy.edu. Detailed

descriptions of online resources are located at http://library.argosy.edu/misc/onlinedblist.html.

In addition to online resources, Argosy University’s onsite collections contain a wealth of subject-specific research materials searchable in the Online Public Access

Catalog. Catalog searching is easily limited to individual campus collections. Alternatively, students can search combined collections of all Argosy University

Libraries. Students are encouraged to seek research and reference assistance from campus librarians.

Information Literacy: Argosy University’s Information Literacy Tutorial was developed to teach students fundamental and transferable research skills. The tutorial

consists of five modules where students learn to select sources appropriate for academic-level research, search periodical indexes and search engines, and evaluate and

cite information. In the tutorial, students study concepts and practice them through interactions. At the conclusion of each module, they can test their comprehension and

receive immediate feedback. Each module takes less than 20 minutes to complete. Please view the tutorial at http://library.argosy.edu/infolit/

Academic Policies

Academic Dishonesty/Plagiarism: In an effort to foster a spirit of honesty and integrity during the learning process, Argosy University requires that the submission of

all course assignments represent the original work produced by that student. All sources must be documented through normal scholarly references/citations and all work

must be submitted using the Publication Manual of the American Psychological Association, 5th

Edition (2001). Washington DC: American Psychological Association

(APA) format. Please refer to Appendix A in the Publication Manual of the American Psychological Association, 5th

Edition for thesis and paper format. Students are

encouraged to purchase this manual (required in some courses) and become familiar with its content as well as consult the Argosy University catalog for further

information regarding academic dishonesty and plagiarism.

Scholarly writing: The faculty at Argosy University is dedicated to providing a learning environment that supports scholarly and ethical writing, free from academic

dishonesty and plagiarism. This includes the proper and appropriate referencing of all sources. You may be asked to submit your course assignments through

―Turnitin,‖ (www.turnitin.com), an online resource established to help educators develop writing/research skills and detect potential cases of academic dishonesty.

Turnitin compares submitted papers to billions of pages of content and provides a comparison report to your instructor. This comparison detects papers that share

common information and duplicative language.

Americans with Disabilities Act Policy

It is the policy of Argosy University to make reasonable accommodations for qualified students with disabilities, in accordance with the Americans with Disabilities Act

(ADA). If a student with disabilities needs accommodations, the student must notify the Director of Student Services. Procedures for documenting student disability

and the development of reasonable accommodations will be provided to the student upon request.

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Students will be notified by the Director of Student Services when each request for accommodation is approved or denied in writing via a designated form. To receive

accommodation in class, it is the student’s responsibility to present the form (at his or her discretion) to the instructor. In an effort to protect student privacy, the

Department of Student Services will not discuss the accommodation needs of any student with instructors. Faculty may not make accommodations for individuals who

have not been approved in this manner.

The Argosy University Statement Regarding Diversity

Argosy University prepares students to serve populations with diverse social, ethnic, economic, and educational experiences. Both the academic and training curricula

are designed to provide an environment in which students can develop the skills and attitudes essential to working with people from a wide range of backgrounds.

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Group Project

Most team assignments will be completed in class.

Module 1: Assignment 2 - Team Formation

Choose a leader/coordinator for your team and rotate that role every two weeks. Rotating the team leader’s role ensures that every team member is given an

opportunity to handle leadership responsibilities.

Meet with your team and determine how you will address the Marcom scenario. By Week 8, you are expected to create and submit an “Organizational Change

Proposal for Leadership” in Marcom. It should incorporate the concepts covered in the course, demonstrate an understanding of the decision-making tools chosen by

the team to evaluate the problem, and provide a narrative that demonstrates critical thinking skills.

Create a plan to define the problem in the given scenario, assess and evaluate relevant data, provide solutions strategy, identify execution methods for the strategy, and

review the solution provided by your team.

B6027 - Marcom Scenario.doc

Start the following tasks.

TASK 1: Virtual Team Agreement and Learning Team Charter

Each team member will review and sign the Virtual Team Agreement document and use the Learning Team Charter documents to track and record teamwork

throughout the project. Remember, as in the workplace, you will be evaluated on your individual and teamwork abilities and participation. A thorough project plan will

identify if any team member strays off track and jeopardizes the grade of the team on this project.

Virtual_Team_Agreement

TASK 2: Group Assignment Responsibility

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The Group Assignment Responsibility document is a team assessment instrument, which will be used throughout the duration of the course to determine how well your

team works together and how each team member performs. The team leader should complete PART 1 each week, after discussing communication methods and team-

task allocation with the team members. The leader should complete PART 2 at the end of each week, after assignment submission. Submit a completed group

assignment responsibility document at the end of every week.

Group_Assignment_Responsibility

Module 2: Assignment 2 - Marcom Preliminary Analysis

As a team, create an abstract, double spaced and one page in length, which would present a preliminary analysis of Marcom’s problems. Apply various

leadership theories to identify the probable problem zones in Marcom leadership and also use the theories to identify the possible solution path. Solutions should

be indicative, and you are not expected to offer micro-level directions.

As a team, create an abstract, double spaced and one page in length, which would present a preliminary analysis of Marcom’s problems. Apply various leadership

theories to identify the probable problem zones in Marcom leadership and also use the theories to identify the possible solution path. Solutions should be indicative, and

you are not expected to offer micro-level directions.

To create the abstract, complete the following tasks. Using the Group Assignment Responsibility document (see below), the team leader should distribute the tasks

among the team members.

AU_B6027_Group_Assignment_Responsibility.doc

TASK 1: Identify the fundamental theoretical leadership issues in Marcom.

TASK 2: Identify the possible theories that could provide a foundation for the solutions strategy.

TASK 3: Identify the broad level issues with team leadership, leadership styles, and leadership dilemmas in Marcom.

The team leader should collate the responses from the team and create the abstract. The abstract should have five sections:

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Section 1: Introduction

Section 2 – 4: Tasks 1 to 3

Section 5: Conclusion

The team leader will add the Introduction and the Conclusion.

Module 3: Assignment 2 - Managing Team Marcom

As a team, analyze the given scenario and create a one to two page double-spaced report compiling your findings and solutions for problems in team leadership

in Marcom. Complete the listed tasks to create the report.

Scenario: The Human Resources department conducted a social climate survey in Marcom. The survey shows a high level of dissatisfaction among the mid-level

executives. Whereas the mid-level executives have pointed out that there is a communication gap between them and the seniors, the senior management is of the opinion

that there is too little respect for authority.

Unit Materials: Download these materials and analyze them to uncover the issues of team leadership and the nature of the problem in Marcom.

E-mails from Marcom employees

AU_B6027_emails.pdf

Social-climate survey presenting the

employee-satisfaction index

AU_B6027_Socialclimatesurvey.pdf

Using the Group Assignment Responsibility document, the team leader should distribute the following tasks among the team members.

Task 1: Identify the conflict areas in the given scenario.

Task 2: Identify the solutions.

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Task 3: Validate the findings with proof.

The team leader should collate the responses from the team and create the report. Use current established APA style and format.

Module 4: Assignment 2: - Changing Leadership Style

As a team, analyze the given scenario and create a one-page letter proposing a coaching strategy for Sarah.

Scenario: Sarah Lockhart has been a very successful head of the Dallas branch of Marcom. Employees in her branch had a performance graph better than the average

across all Marcom branches. She personally knows most of the dealers in the telecommunication hardware industry in Texas. After the multinational mergers, she was

made the EVP & GM for Asia. She could not repeat her success story there. Although she was high on productivity, complaints started pouring in about her leadership.

Unit Materials: Download the following unit materials for analyzing the scenario.

Sarah’s performance review

AU_B6027_Sarahsperformancereview.pdf

360o feedback for Sarah

AU_B6027_360degreefeedback.pdf

Using the Group Assignment Responsibility document, the team leader should distribute the following tasks among the team members. Each task should be addressed in

a separate section of the paper submitted for grading.

TASK 1: Analyze Sarah’s problem from the perspective of leadership styles.

TASK 2: Encourage her to consider various approaches in leadership style.

TASK 3: Help her change her own leadership style for the better.

The team leader should collate the responses from the team and create the letter. Present the coaching strategy tactfully and in a doable format. Use the standard APA

guidelines.

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Module 5: Assignment 2 - Mid-Project Assessment

As a team, compile the findings from the first four weeks of class in a report of approximately three pages in a Word document. Using the Mid-Project

Assessment document, demonstrate your progress in identifying the problem areas and solutions strategies for Marcom.

Mid-ProjectAssessment

Complete the following tasks for a mid-term assessment of the Course Project.

TASK 1: Using the Group Assignment Responsibility document, the team leader should distribute the task of completing Steps 1 and 2 in the Mid-Project Assessment

document among the team members. Ensure that the compilation is carried out as a team effort, rather than by only one team member.

TASK 2: Team members should submit their contributions—Step 1 (including Parts 1 and 2) and Step 2 in the Mid-Project Assessment document—to the team leader.

TASK 3: The team leader should compile steps in a report of approximately three pages in a Word document.

Page 1: Step 1 (Part 1)

Page 2: Step 1 (Part 2)

Page 3: Step 2

Use current established APA guidelines.

Module 6: Assignment 2 - Solving Dilemmas As a team, analyze the given scenario and create a team PowerPoint presentation (with an introduction, conclusion and the SAR* framework in a minimum of six

slides) addressing the leadership dilemmas in Marcom.

* SAR = (Situation, Action, and Recommendation)

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Scenario: In the latest Quarterly Review, Marcom’s report shows a rather flat performance line. Post merger, Marcom’s vision statement was not revised to address any

emerging issues. The CEOs article in the Quarterly Review suggested that the only concrete step to be taken is the realignment of the workforce according to Marcom’s

needs and letting go of surplus manpower.

Unit Materials: Download the following materials for your analysis of the nature of the problem in Marcom.

Excerpts from the transcript of CEO’s teleconference in the Quarterly Review

AU_B6027_Ceospeech.pdf

Excerpts from Marcom’s Annual Report

AU_B6027_Excerptsfrommarcomannualreport.pdf

Profiles of senior executives

AU_B6027_Profilesofseniorexecutives.pdf

Using the Group Assignment

Responsibility document, the team leader should distribute the following tasks among the team members.

TASK 1: Identify the possible leadership dilemmas and issues in the given scenario and the ways of solving them.

TASK 2: Identify a cross-functional / cross-divisional four-member team using the project and unit materials. This team should consist of individuals from different

departments and with specific skills that may help Marcom solve the dilemmas and issues.

TASK: Identify the outcomes expected of this team.

The team leader should collate the responses from the team and create a PowerPoint presentation that includes:

Slide 1: Introduction

Slide 2: SAR Framework: Situation

Slide 3: SAR Framework: Action

Slide 4: SAR Framework: Recommendation

Slide 5: SAR Framework: Recommendation

Slide 6: Conclusion

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Module 7: Assignment 2 - TEAM project: Executive Summary

TASK 1: For M7, you have to submit a one-page executive summary of the TEAM’s Organizational Change Proposal.

Do note that for the final version of the Organizational Change Proposal, you will have to submit the final Proposal as (1) a PowerPoint presentation (six slides) AND

(2) a Word document (ten pages). You will be evaluated on both the PowerPoint Presentation and the Word document copy of the proposal.

To begin the final version of your Organizational Change Proposal, so that you might complete the Executive Summary, follow the following steps:

Using the Group Assignment Responsibility document, the team leader should distribute the Tasks 1, 2 and 4 among the team members. Task 2 is a composite task with

four components, which need to be subdivided further. The team leader should complete Task 3.

TASK 1: Research and report to the group on:

1. Organizational Change Models that include the qualitative and the quantitative dimensions

2. Evaluation frameworks to assess the efficacy of a solution

TASK 2: Based on your analysis of the problems in Marcom over the last six weeks, start creating an Organizational Change Proposal in the area of leadership for

Marcom. Apply the knowledge of Change Models and Evaluation Frameworks to assess your solution according to the common industry practices.

Components of the Organizational Change Proposal:

1. A Cover Letter

2. A one-page executive summary of the proposal

3. The proposal (following the SAR* framework)

4. Detailed analysis (including rationale, evidence, and precedents)

* SAR = (Situation, Action, and Recommendation)

While creating the Proposal, remember to:

1. Evaluate the findings of the previous weeks for various scenarios in Marcom.

2. Decide if the solutions suggested at the unit level can be implemented at an organizational level.

Cover the following key areas in the solution given in your proposal:

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1. Team Leadership

2. Leadership Styles

3. Training Requirements Regarding Personal Leadership Styles

4. Leadership Dilemmas

5. Organizational Leadership

Use the Organizing Project to collate the findings from previous weeks. You had completed Steps 1 and 2 in the Organizing Project document for the Mid-Project

Assessment. Many of Marcom's problems and their solutions are listed here. Revisit those solutions and determine their efficacy from an organizational perspective.

Organizing_Course_Project

TASK 3: The team leader should collate the responses from the team and create the one-page executive summary of the Proposal. Follow the standard APA guidelines.

As a team, you will continue developing the proposal throughout the week. Feedback on the executive summary will provide you with recommendations for

enhancements and confidence in your approach as you continue to build on the proposal. Follow the standard APA guidelines. Ensure that the compilation of the

Proposal is completed by the end of the week. Next week, you will conduct a final review of the Proposal and the PowerPoint presentation that you start creating this

week.

TASK 4: Start creating the PowerPoint presentation. For this presentation, identify the key points from the Proposal and fit them into the SAR framework. Remember

that the PowerPoint presentation should be modeled on real-life boardroom presentations, rather than sounding academic.

Slide 1: Situation

Slide 2: Situation

Slide 3: Action

Slide 4: Action

Slide 5: Recommendation

Slide 6: Recommendation

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Module 8: Assignment 1 - TEAM project: Course Project Presentation

Complete the following tasks and submit the Course Project. In order to get credit for the assignment.

TASK 1: As a team, review the PowerPoint Presentation that you started creating last week and edit it.

For this presentation, identify the key points from the Proposal and fit them into the SAR framework. Remember that the PowerPoint presentation should be modeled on

real-life boardroom presentations, rather than sounding academic.

Slide 1: Situation

Slide 2: Situation

Slide 3: Action

Slide 4: Action

Slide 5: Recommendation

Slide 6: Recommendation

TASK 2: As a team, review the Word document copy of the Organizational Change Proposal and submit it to the instructor.

This deliverable will be graded according to the Course Project Grading Criteria. Download and follow the document for better results.

AU_B6027_Courseprojectgradingcriteria.pdf

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Team Evaluation Form

Instructions:

1. Use the rubric to evaluate all team members, including yourself. Note that the default rating is ―very good‖ – if every team member performed at that level on all

criteria, the team would be very successful. ―Excellent‖ ratings are special recognition of outstanding contributions.

2. Try to keep the ratings for each of the criteria distinct. Just because a team member is horrible or outstanding in one area, do not let it affect your ratings on other

areas.

3. Ideally, the contents of this report should show how the complementary contributions from different people came together to make the project better/worse.

4. The instructor will review these forms and hold appropriate discussions before assigning final project scores.

Criteria 1= Unacceptable 2 = Marginal 3 = Very good 4 = Excellent

Quality of work Work was not usable,

or regularly needed

major rework

Work often had flaws and

omissions that needed fixing

Generally high quality of

work, only occasional fixes

needed

Amazingly good output, well beyond expectations

Quantity of work Did hardly any work. Contributed OK, somewhat

less than their share.

Worked hard, carried their

share of the load.

Considerable extra work, more than their share.

Initiative,

creativity,

Expertise,

leadership

Made practically no

contributions in any of

these areas.

Mostly passive participant,

occasionally had interesting &

useful inputs.

Significant source of ideas and

energy, took initiative as

needed.

Ideas / energy / leadership provided were a huge

reason for team success.

Dependability and

meeting

commitments

Could not be counted

on at all.

Usually met commitments.

Needed some reminders or

follow-up.

Conscientious about

commitments. Very

dependable.

Went out of the way to pick up slack for others who

miss commitments.

Interaction,

supporting other

team members,

sharing

information

Was a major problem

to interact and work

with.

Some interaction problems,

unhelpfulness, or failure to

communicate.

Interacted well with others,

helpful, flexible, pleasure to

work with.

Went out of the way to help teammates and enable

them to contribute.

Team meetings:

participation,

punctuality

Often missed meetings,

little participation in

discussions and

activities

Participation spotty: blew off

some meetings, not always

participative

Participated fully in all team

activities, nearly always on

time

Drew out others and ensured that everyone

participated.

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Submit this form in the dropbox no later than December 14.

Team members Name1

(yourself) Name2 Name3 Name4 Name5 Name6

Quality of work

Instructions:

A. Insert your name in the first column.

B. Insert names of team member.

C. Insert a value of 1 – 4 for each criterion,

using the scale below.

Quantity of work

Initiative, creativity,

Expertise, leadership

Dependability and

meeting commitments

Interaction, supporting

other team members,

sharing information

4= Excellent – Did everything well, and added some outstanding contributions!

Team meetings:

participation,

punctuality

3= Very Good - Consistently good contributions,

valuable member of the team.

Overall Contributions

Rating

2= Marginal – Sometimes failed to show up or

complete assigned work, often unprepared.

Comments / Feedback

(Make sure to

identify/appreciate the

positives, as well as

pointing out areas for

improvement)

1= Unacceptable – Often failed to show up or

complete assignments, a problem to work with.

This form was modified based on the following source:

SE 362 Peer evaluation template. (n.d.). Retrieved October 20, 2009, from

http://www.google.com/search?sourceid=navclient&ie=UTF-8&rlz=1T4ADRA_enUS342US342&q=team+evaluation+rubric