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MASTER IN BUSINESS ADMINISTRATION

C O U R S E S Y L L A B U S


Course Code: HBO
Faculty : PROF. MILAGROS DU LAGROSA, PhD
Term and Sessions: First Term 20 sessions
Schedule: HBO 1 {(Set 1) 10 sessions}
{(Set 2) 10 sessions TBA}


General Description:

Philosophy and Purpose

The overall goal of HBO in the MBA curriculum is to prepare future managerial leaders to work
with people in a way that is meaningful and productive for both persons and organizations.

People join organizations to work. Understanding why people work is the most critical issue of
HBO. Motivation theories recognize that different people work for a variety of reasons ranging from
meeting basic needs to affiliation to achievement. However, in the final analysis people work for
meaning seeking a sense of purpose, contribution, connection, values and hope in the workplace.

Research has shown that there is a strong business case for helping people find meaning in work.
As employees find meaning they contribute to the broadest purpose for which organizations exist that is
creating value for customers, investors and communities.

In summary the end goal of HBO is to equip future managerial leaders with the competences
that will enable them to create, lead, and manage abundant organizations. An abundant organization
is a work setting in which individuals coordinate their aspirations and actions to create meaning for
themselves, value for stakeholders and hope for humanity at large. It is one that has enough to spare of
the things that matter most: creativity, hope, resilience, determination, resourcefulness and leadership.
(Ulrich, 2010, p.4)

HUMAN BEHAVIOR IN ORGANIZATIONS (HBO)


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Learning Goals: HBO in the MBA Rubrics

Learning Goal 1: AIM MBAs will be analytical, critical and logical thinkers when it comes to
people issues and concerns about the organization. Data from both the internal and external
environments and the heart and the head of a leader are essential for making fair and effective decisions
for both people and organizations.

Learning Goal 2: AIM MBAs will be effective communicators especially in times of turbulent
changes and challenges of the organization. Both in times of organizational prosperity and scarcity
managers and leaders must consistently communicate in actions and words the mission, vision and core
values of the organization.

Learning Goal 3: AIM MBAs will be effective and ethical leaders and team players. Doing Good
and Doing Well in respectful collaboration with their team/s, must be the north star of managerial
leaders especially when timeless values of trust and integrity have been drowned by profit and
popularity.

Learning Goal 4: AIM MBAs will effectively manage the interactions of various functional areas.
People issues permeate all the four functional areas of management: marketing/sales, operations,
finance and human resource. The managerial leader must orchestrate the synergy of all these functional
areas to deliver value to customers (internal and external), investors and communities.

Learning Goal 5: AIM MBAs will respond to the challenge of understanding with respect and
appreciation the cultural diversity of groups within organizations and use their human behavior
competencies to manage effectively in such settings.

Learning Goal 6: AIM MBAs are numerate. Consistent with the management adage, What you
cannot measure you cannot manage, managerial leaders will use all valid and reliable tools and
instruments to quantify human behavior and group dynamics. Such numerical data along with qualitative
data will allow managerial leaders to arrive at sound and fair decisions for the organization.

Core Content

To meet the learning goals of HBO and remain faithful to the espoused philosophy, the core
content of this course will revolve around the Seven Questions that Drive Abundance. Each question
points to a desired outcome as presented in the following table:

QUESTIONS OUTCOMES
1. What am I Known For? 1. Identity and Signature Strengths
2. Where am I going? 2. Purpose and Motivation
3. Whom Do I travel with? 3. Relationships and TEAMs that work
4. How do I Build a Positive Work 4. Effective Work Culture or Setting
5. What challenges Interest Me? 5. Personalized Contributions
6. How do I respond to Disposability and Change? 6. Growth, Learning and Resilience
7. What Delights me? 7. Civility and Happiness

HBO 1 will focus more on Questions 1 to 4 (Managing Self within teams in the context of a
corporate culture). HBO 2 will review Questions 1 to 4 within a broader perspective and focus more on
Questions 5 to 7 (leadership for a higher purpose).



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Core Values

The application of HBO theories and models in the learning community of AIM MBA Cohort 6 will
be guided by the following values, which when put together form the word PEOPLE:

Participative learning processes. Students must take the initiative to ask ones own questions in
the context of ones own experiences, personal goals, curiosity and desire to learn.

Encouraging each other. Many adjustment and transition challenges will meet the student in
this program. An atmosphere of responsible encouragement (that will not tolerate social loafing) will
help the MBA students achieve their learning goals.

Opportunity-seeking. Students must actively seek opportunities for learning using all the
resources available to him/her: cases, periodicals, books, conversations with professors, peers, on-line
resources and all events in the day-to-day life of an MBA student.

Purpose-driven. Students must engage in all these HBO learning opportunities conscious that the
final goal is not the grade but the achievement of the learning outcomes that will make one worthy of
the AIM brand of management education.

Leadership at all levels beginning with the SELF, then teams and eventually organizations must
consistently be manifested in both attitudes and behaviors of the student from beginning to end of the
program.

Ethical. In all decisions and actions whether personal or within a group, the MBA student must
aim for the common good preserving ones integrity and good name for oneself, family, and nation.

Competences Aspired For

Attitudes

1. Appreciative and positive thinking
2. Respect and sensitivity to cultural diversity
3. Reflective inquiry
4. Ethics and Excellence

Skills

Intrapersonal:
1. Reflective analysis (e.g. Values Clarification)
2. Honest self-assessment
3. Process Observation and Analysis (POA) applied to self
4. Emotional Intelligence
5. Resiliency

Interpersonal:
1. Active Listening 4. Conflict Management
2. Effective Feedback 5. Coachee and Mentee
3. Assertiveness



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Team
1. POA applied to group
2. Facilitating different team dynamics
3. Motivating teams

Organizational
1. Organizational Process and Analysis (OPA)
2. Assessing Corporate Culture
3. Renewing corporate culture

Performance Evaluation and Management (Grading)

For both HBO 1 and 2, the general bases of performance include active and authentic class
participation, Learning Team (LT) group work and presentations, individual reflection papers and other
short-term projects and exercises. It is expected that every student will demonstrate ones best in every
learning activity considering that it is an opportunity for growing ones consciousness increasing
knowledge of salient principles in human interaction.

Three long-term and essential requirements are the following:

1. Blogging: Each student will create a blog (www.blogger.com) that will serve as ones
learning journal consisting of regular reflections about HBO and ones growth and
development in this functional area. This blog will allow the HBO mentor to comment on
and react to the students insights and experiences and help evaluate progress towards the
overall goal of the HBO course. Students are encouraged to solicit comments and reactions
to their blog entries from persons of their choice.
2. Personal Folio: As a synthesis of all the lessons learned and documented in their blogs,
students will prepare a creative and worth-keeping Personal Folio.
3. Walkabout: Each student shall undertake a Walkabout that will be a test as well as
showcase of the key skills that one sought to develop in HBO. The nature and parameters
for the Walkabout shall be elaborated at the appropriate time.
Course Outline and Schedule

Session No. Date/s Topics/Assignments
1 10/6
Course Introduction
Topic: People Management in 21
st
Century
Article: Managing People in the 21
st
C. by Gloria M. de Guzman
Cases:
1. SEMCO Brazil: Managing Without Managers
2. From What Planet Are We

2 10/8
Topic: The Changing Nature of the Workforce
Articles:
1. The Changing Nature of the Workforce by Jay J. Jamrog
2. Chap. 1 The Case for Meaning
Source: The Why of Work (Dave and
Wendy Ulrich, 2010)



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3 10/11
Topic: What Makes a Best Employer
Website: www.hewittassociates.com
Case: 90% Growth through Cultural Diversity

4 10/13
Topic: Becoming the Greatest Asset of a Company
Article: Managing Oneself by Peter Drucker

5 10/15
Topic: Self Assessment
SLE: Choices of the Heart

6 10/18
Topic: Self Assessment
Workshop: PSI/MBTI (Applications)

7 10/19
Topic: Motivation
Article: Chicks Sent Me High by S Coloma
Case: Billy Bonzai

8 10/22
Topic: Active and Authentic Listening
SLE: Listening Triads

9 TBA
Topic: Psychodynamics of Listening
SLE: POA
Article: What to Look For In Groups

10 TBA
Topic: Team Development I
Article: Virtuoso Teams HBR Jul-Aug. 2005 by Fischer, Bill and Boynton
Website: www.businessballs.com search for Tuckmans Stages of Team
Development

11 TBA
Topic: Team Development II
Article: The Five Dysfunctions of a Team by Patrick Lencion
Case: The Team That Wasnt

12 TBA
Topic: Effective Feedback
SLE: Giving and Receiving Feedback
Article: Giving and Receiving Feedback: It Will Never Be Easy, But It Can Be
Better by Lawrence Porter

13 TBA
Topic: Assertiveness Training
SLE: Three Styles of Responses

14-15 TBA
Topic: Emotions in the Workplace
Articles:
1. Putting Your Companys Whole Brain To Work (Leonard and Strauss)
2. Building the Emotional Intelligence of Groups (HBR, Mar. 2001)





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Business Leadership and Responsibility (BLR) Seminar

Spearheaded by Prof. Jun Borromeo, the BLR seminar aims to bring together development (social
consciousness) and enterprise (value creation) into the curriculum of all AIM students. The course
objective focuses on Centering Leadership around Self-Knowledge, Personal Responsibility, and Global
Citizenship.

In partnership with the Ramon V. del Rosario Sr. Center for Corporate Social Responsibility and the W.
SyCip Graduate School of Business, the seminar was launched on September 25 and is expected to end
on January 15, 2010. The topics that will be covered include (1) Role of Business in Society (Corporate
Citizenship the purpose of the enterprise, rational for CSR, the multiple bottomline); (2) the CSR
Framework (definitions and trends, stakeholder and social issues analysis, developing a CSR strategy,
creating a CSR implementation frame); and (3) Managing CSR Projects (stakeholder relationship
management, managing collaborations and networks).

During the seminar, students will undergo a series of CSR lectures and case discussions, where students
gain theoretical and practical knowledge on how CSR can be formulated and implemented. In the final
stages of the seminar, a simulation exercise will be conducted, which enable students to understand how
to manage conflicting stakeholder interests. To ensure that students are exposed to actual CSR practices
of corporations, they will need to complete group projects focused on the CSR programs. AIM and the
League of Corporate Foundations are developing internship and/or case writing opportunities for the
students.

In the course of the seminar, AIM professors and guest speakers (local and international CSR
practitioners) will be invited to discuss the current developments in CSR. The AIM professors involved are
Prof. Felipe B. Alfonso, Prof. Francisco L. Roman, Prof. Maya B. Herrera, Prof. Juan Miguel M. Luz and
Prof. Mario Antonio G. Lopez.

DEFINITION AND TRENDS OF CSR
25 September
Meralco Executives
STAKEHOLDER AND SOCIAL ISSUE
ANALYSIS
26 October
Mr. John Sevilla, Chief Operating Officer of Synergeia
DEVELOPING CSR STRATEGY
13 November
Dr. Chito B. Salazar, President, PHINMA Education
Network
SYMPOSIUM WITH TONY MELOTO
16 November
Mr. Tony Meloto, Founder of Gawad Kalinga
Asian Forum on CSR Speakers
20 November
Mr. Rolf Dietmar, Program Director of the Sino-German
Technical Cooperation Program
Dr. Bradley Googins, Executive Director of the Boston
College Center for Corporate Citizenship





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DEFINITION AND TRENDS OF CSR
25 September
Prof. Maya Hererra and Prof. Francisco Roman
Guest Speakers: Meralco Executives

The main objective of the session is to determine the level of understanding and knowledge of the
students regarding CSR.

A student answered that Companies primary responsibility is to make money for its shareholders,
however, it can only do this if the society is progressing. In order to make money, there must be progress
in society. As such, Prof. Roman said that companies must not only provide goods and services. He then
mentioned Whitakers quote on the link between society and company:

Imagine this: if a large proportion of the workforce was illiterate, if half lived in shack
settlements without adequate shelter; if more than 80% could not afford basic health care; if a
thousand people joined the economy every day of the year and fewer than a hundred found work
in the formal sector. If that can be imagined, then imagine what the position of the company will
be in ten, fifteen or twenty years hence.

It would have to be concluded that without change in those social conditions, the company would
not survive. It is on these grounds that the business community has a vital role in developing
countries, not only to respond to the plight of the poor out of a sense of charity or as good
citizens, but to do so in order to secure its own survival.

In summary, the quote highlights the need for the company to contribute to the community in order for
both entities to progress. This can be achieved through CSR.

When asked about the reason why CSR is implemented, the students answers varied from the need for
companies to give back something to the community, to increase the value of the company for society and
philanthropic purposes; to self-interested motives such as PR and marketing purposes.

Prof. Maya discussed that the traditional role of the company was to pay taxes and the governments main
responsibility was to allocate and provide basic services. However, there is a need for companies to
consider the wider scope of their business operations, not just internal factors but also the community in
general.

As a last point, Prof. Roman showed to the students the slide on mapping CSR issues and stakeholders,
where he mentioned that companies stakeholders is not only limited to its investors and supply chain but
also encompasses the community and the environment.

Presentation: 1 slide on the possible list of stakeholders

Reading: Social Responsibility and Governance in the Philippines (RVR CSR Publication) and Excerpt from
Chapter of Prof. Maya in the AIM-DLSU Book

Case: The MERALCO Depressed Area Electrification Program: Financial and Economic Cost Benefit Analysis



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STAKEHOLDER AND SOCIAL ISSUE ANALYSIS
26 October
Prof. Juan Miguel M. Luz, Prof. Maya Herrera, and Prof. Francisco L. Roman
Guest Speaker: Mr. John Sevilla, Chief Operating Officer

Since the topic was on stakeholder and issue analysis, Prof. Maya discussed on the determining factors that
would help one identify which are your stakeholders. She also talked about two factors to consider: the
interest of the shareholder and community (social) issues.

Aside from this, she also said that to identify the companys direct and indirect stakeholders it is best to
look into the footprints and the value chain of the company. Another possible method of identifying
stakeholders is using the inside-out and outside-in approach. Companies must also take into account the
possible role of NGOs in stakeholder analysis since they can assist in determining the direct or indirect
impact areas.

In stakeholder analysis, the most crucial and difficult type of stakeholders are the so-called Mediating
stakeholders because they hold the influence over the companys operations. An example of which is the
government. They are the most crucial because they hold political influenceeither through policy
structures or bureaucracy. They are the most difficult because the company needed to gain their interest
and buy-in before the government supports the companys CSR programs.

Prof. Luz, on the hand, discussed the three main drivers of a companys CSR programs: (1) the government
and regulatory agencies, (2) the market, and (3) society. Another point he focused is on the cost of
implementing CSR. He explained that compliance to standards and regulations may pose additional cost to
the company. This may lead companies to transfer its operations where cost of operations are cheaper
lower government taxes, lower wages, lower electricity or water charges. However, because of the need
for companies to be compliant, business is now trying to be ahead of these regulatory agencies.

Finally he also discussed the varying definition of CSR over the years, from the 1960s Friedman-legal/
economic fulfillment, to the 1990s Mandela (Whitaker): society and community.

Presentation:
- JML: 3 Slides

Reading:
- Excerpt from the AIM-DLSU Book (Annex 2 of Chapter 5 by MBH plus pp. 129 -139)

Case: Fostering CSR in Primary Education: The Synergeia Experience


DEVELOPING CSR STRATEGY
13 November
Prof. Maya Herrera and Prof. Mario Lopez
Guest Speaker: Dr. Chito B. Salazar

The session started with a lecture and discussion on Developing a CSR Strategy. Prof. Lopez began with the
introduction on the history of BLRits aim and objectives. Prof. Maya then discussed the current
developments in CSR, specifically how companies can integrate CSR into their business operations.

A case discussion on the PHINMAs CSR Strategy followed. From a paper and cement manufacturing


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business, PHINMA has repositioned its business strategy to focus on education and housing. In the last part
of the session, Dr. Chito B. Salazar, Senior Vice President of PHINMA, will act as guest speaker to talk with
the students the current development of PHINMAs Education Network.

Reading:
- Prof. Alfonsos Chapter in the AIM-DLSU Book: Strategic Implications of CSR: Framing the
Corporate Strategy
Case:
- PHINMA: Building a Socially Responsible Company

TALK WITH MR. TONY MELOTO
16 November

The students will attend the symposium with Mr. Tony Meloto, Founder of Gawad Kalinga. As part of the
BLR seminar, the students are required to attend. A WAC will then be assigned for the students to
complete.

Asian Forum on CSR Speakers
20 November
Prof. Francisco L. Roman (Moderator)

As the last session for the BLR seminar, internationally recognized CSR experts were invited to become
guest speakers. The objective is for the students to become familiar with current CSR practices and
appreciate the value of integrating CSR into the core business operations. The topics discussed were:

- Innovations in CSR in Developed and Developing Countries: Lecture by Mr. Rolf Dietmar, GTZ
- Stages and Strategies of Corporate Citizenship: Lecture by Dr. Bradley Googins, Executive
Director of the Boston College Center for Corporate Citizenship