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Management 621 The Wharton School, University of Pennsylvania MBAExec (West) – Summer 2012 SUMMARY OF CLASS SESSIONS MBAExec WEST -- Summer 2012 Day 1, Session A Introduction to Management of People at Work Mon., May 21 Day 1, Session B Motivating Individual Performance Mon., May 21 Day 2, Session A Designing Jobs Wed., May 23 Day 2, Session B Designing Reward Systems Wed., May 23 Day 3, Session A, B Understanding Social Identities (w/Peter Kuriloff) Thurs., May 24 Day 4, Session A Recruiting and Selecting Employees Fri., June 8 Day 4, Session B Leadership and Individual Performance Fri., June 8 Day 5, Session A, B First Meeting about FAP project Sat., June 9 Day 6, Session A Driving Group Performance Fri., June 22 Day 6, Session B Decision-Making in Groups and Organizations Fri., June 22 Day 7, Session A Organizing for Productivity and Quality Sat., June 23 Day 7, Session B Organizing for Innovation Sat., June 23 Day 8, Session A Managing a Startup Fri., July 20 Day 8, Session B Creating a High-Performance Culture Fri., July 20 Day 9, Session A,B Second Meeting about FAP project Sat., July 21 Day 10, Session A Special Topic: Nominated by Students Fri., August 3 Day 10, Session B Aligning Human Resources and Business Strategy Fri., August 3 Day 11, Session A, B Presentation of FAP Project Sat., August 4 SUMMARY OF COURSE ASSIGNMENT DATES Thurs., May 24 “Feet wet” writing assignment due in class Wed., June 6 1-page FAP proposal e-mailed to instructor Sat., June 9 Team meeting #1 with instructor re: FAP Sat., June 23 Paper analyzing your job submitted via Canvas Wed., July 18 FAP progress report e-mailed to instructor Sat., July 21 Team meeting #2 with instructor re: FAP Wed., July 25 Individual case analysis submitted via Canvas Sat., August 4 FAP presentation (1 pg.) & FAP report (20 pgs.) 8
Management 621 The Wharton School, University of Pennsylvania MBAExec (West) – Summer 2012 TOPICS AND READINGS Day 1, Session A COURSE INTRODUCTION Mon., May 21 Description: We emphasize the central goal for the course: to provide students with insights into the complexities of human behavior at work and in organizations. We describe the sequence of topics, from the individual level (motivation, job design, equity issues) to the group level (stimulating effective group performance, group decision-making) and the organizational level (culture, organizational design, human resource systems and the link to business strategy). We also review course requirements. The readings and case will let us consider key issues confronting managers of people at work, now and in the past, to look for similarities and differences. Readings: Selections (mostly from Fast Company: “Engines of Democracy: General Electric” (October 1999); “Free Agents in the Olde World” (May 2001); “Miracle of Birth” (October 2002); “The Fabric of Creativity” (December 2004); “A Prescription for Innovation” (April 2006); “No Satisfaction at Toyota” (December 2006); “The Faces and Voices of Google” (March 2008); Interview with Costco CEO Jim Sinegal (November 2008); “How CAA Plans to Liberate Game Designers” (April 2010); “Hey Rock Stars, Take Your Show Somewhere Else” (January 2011; NY Times); “Would You Like a Smile with That” (August 2011; NY Times); “KAYAK on Creating a Culture of Innovation” (April 2012) Note: These can be sampled and skimmed; they introduce recent developments in the world of work that we will consider during the course. Case: The Rose Company 1. What is the nature of the change in this company 2. How do the vice presidents feel about the reorganization 3. What should James Pierce do -- and what will he do Day 1, Session B MOTIVATING INDIVIDUAL PERFORMANCE Mon., May 21 Description: We begin with an obvious truism about human behavior in organizations -- that people will behave according to what actions they perceive are being rewarded. We then begin our exploration of the theme “behavior is not that simple” by pointing out how often organizations “reward A while hoping for B”. We also introduce various motivation theories from the behavioral sciences and contrast them with more economics-based views of motivation (e.g. agency theory) which emphasize financial incentives and contract-based goal alignment. Readings: Steven Kerr, “On the Folly of Rewarding A While Hoping for B,” Academy of Management Executive, Vol. 9, No. 1, pp. 7-14, 1994. Stephen P. Robbins and Timothy A. Judge, excerpts from “Motivation,” Organizational Behavior, 12 th edition, Englewood Cliffs, N.J.: Prentice Hall, 2007, pp. 192-198, 208-210. Case: Nordstrom Department Store 1. Who sets the performance goals, and how are they set 2. What are the major positive and negative effects of this incentive system 9
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