NORWEGIANSCHOOLofMANAGEMENT

FullTimeMBAProgramLeadership2
Autumn1999
ProfessorMarkP.Kriger
Office:3220
OfficeHours:Wednesdays13:0014:30andbyappointment

Phone:67557267

COURSEMATERIALS
1) **Iverson,K.PlainTalk:LessonsfromaBusinessMaverick,JohnWiley,Inc.,1998.
2) **Beckhard,R.&R.T.Harris,OrganizationalTransitions:ManagingComplex
Change, 2ndedition,1987.(B&H)
3) **Kouzes,J.M.&B.Z.Posner,TheLeadershipChallenge:HowtoKeepGetting
ExtraordinaryThingsDoneinOrganizations,1995.(K&P).
4) Leavitt,Pondy,&Boje,ReadingsinManagerialPsychology,4thed.,1989.(LPB)
(fromLeadership1).selectedportions
5) Mintzberg,H.StructureinFives:DesigningEffectiveOrganizations,1993. (from
Leadership1)
.
CasesandReprints:
FredHendersonHBSCase#480043
RennZaphiropoulosHBSCase#480044
DonnaDubinskyandAppleComputer,Inc.(A)HBSCase#9486083
RevolutionatOticonA/S(A)ECCH#4940161
CrayResearch,Inc.HBSCase#385011
TheBodyShopInternationalHBSCase#392032
"ManagingYourBoss,"Gabarro&Kotter,HBRreprint#80104.
LeadingChange:WhyTransformationEffortsFail,Kotter,HBRreprint#95204
"TheHiddenSideofOrganizationalLeadership,"L.B.Barnes&M.P.Kriger,SMR.
MakingSenseofManagerialWisdom,byL.Malan&M.P.Kriger,JMI.
**=Needtopurchase.
COURSECONTENT
Leadership2buildsonLeadership1,butemphasizesmoretheissuesinvolvedinrealizing
andimplementingchangeinorganizationsthroughandwithothers.Thefocusisbothon
organizationalchangeandongettingthingsdone.Anoverallstrategicperspectiveispresent
inLeadership2intermsoftheorganizationallevelchangefocusaswellasthemeansfor
creatingorganizationaladaptationandflexibility.
TheaimsofLeadership2are:(1)tounderstandthechallengesfacingleadersandmanagers
engagedineffortsoforganizationalchangeandtransformation;(2)todevelopleadership
skillsfortheimplementationofchangeinorganizations;(3)tolearnhowtoperform
organizationalassessmentsorientedtowardschange;and(4)tolearnhowtogenerateandto
defenddetailedactionplans.
Thiscourseisdesignedtoincreaseyourabilitytoperformstrategicassessmentsforan
institution,(oradivisionorunitwithinaninstitution.)Thisincludes:(1)beingabletosort
out(fromtheavailableinformation)theimportantfromthenotsoimportant;(2)beingable
toarticulateandbeexplicitaboutactionalternatives;and(3)beingabletoputitalltogether
intoacourseofactionwhichdescribesnotonlywhattodobutalsohowtodoitandwhen.

Toachievetheseobjectives,thecourseisdesignedasanintegrativecourse;thatis,itwill
encourageyoutokeepinmindanddrawuponallthefunctionalareas:marketing,
accounting,finance,operationsmanagement,managementinformationsystems,human
resourcemanagement,andorganizationalbehavior.Ourfocuswillbeontheleadership
skills,tools,andvantagepointneededtoeffectchangeinorganizations.
GRADEDASSIGNMENTS
Therewillbetwowrittencaseanalysesandafinaltermpaper.Theduedatesforthewritten
assignmentsarenotedbelowinthissyllabus.Gradingwillbe:1)20%foreachofthetwo
caseanalyses,2)40%forthefinalleadership/changepaper(writteningroups),and3)20%
forclassparticipation.Iwillattempttogradeeverystudentonparticipationeachclass.High
qualitypreparationforclassandintelligent,activeparticipationisexpected.Iwillalso
attempttogiveprioritytofirsttimecontributorsateachsession,andtokeepanyindividuals
fromdominatingtheclasssessions.
LEARNINGOBJECTIVES
Youareexpectedtoleavethecourseabletoanalyzecomplexorganizationalsituationsand
createdetailedrecommendationsforaction.Thecourselearningobjectivesare:
1.Todevelopyourabilitytoanalyzecomplexbusinesssituationsbyextractingthe
significantfactorsandrelevantdata;
2.Tofurtheryourunderstandingofbothleadershipandtheroleoftheleaderinchange
situations;
3.Todevelopyourskillsinpresentingbusinesslevelanalysesandplansofaction,both
orallyandinwriting;
4.Todevelopyourskillsinmakingdecisionsandachievingresults;
5.Toincreaseyourunderstandingoftheorganizationaldecisionmakingprocessandthe
dynamicsoforganizingwithparticularemphasisonthepotentialandlimitsforachieving
directedchange.
METHOD
Mybelief,basedonpastexperience,isthatallofyouhavemuchtooffer.Thus,thestructure
oftheclasswillbeinteractiveinnatureusingavarietyoflearningmethods.Preparation,
analysis,anddiscussionofcases,readings,andexerciseswillexposeyoutothemajorissues,
problems,challenges,andrealitiesofformulatingandimplementingorganizationallevel
changestrategies.Thecases,readings,exercises,andclassdiscussionswillbuildoneach
othersothatknowledgeandskillsgainedinonetopicwillbeusefullater.
CASES
Acommonreactiontoacaseis:"Idon'tfeelthatIhaveenoughinformation."
Unfortunately,thiswillalsobetrueformanyofyourfuture"realworld"businessdecisions
aswell.Youmuststillselectacourseofaction.Thiswillrequireyoutomakereasonable
assumptions.Theclassreadings,discussionswithclassmates,priorcourses,andalotof
reflectivethinkingwillhelp.Unlessrequestedtodoso,youarenottocollectinformation
aboutacompany,situation,orindustrybeyondwhatisinthecase.

Thefollowinglistofquestionscanhelpyoucheckthelogicofyouranalysisand
recommendationsinpreparingacaseforclassorapaper:
1.HaveIidentifiedthemajorissues?
2.Aremyassessmentsaccurate?
3.Aremyrecommendationsrelevanttodesiredgoalsandobjectives?
4.Isthesolutionfeasiblegivenavailableresourcesandtimeconstraints?
5.Isthereconsistencybetweentheanalysisandrecommendations?
6.Aremyassumptionsreasonable?
7.Arethetimesequenceandprioritiesrealistic?
8.Aretherecontingenciesforundesirableordifficulttopredictevents?
9.Whatisthelikelihoodofthesolutionbeingaccomplished?
10.Isthereanappropriatebalancebetweenrewardandrisk?
*11.HaveIusedtheoriesandframeworkstodeepenmyanalysisandreasoning?
*12.Isthereagoodbalancebetweendepthandbreadthofanalysisandideas?
*=Payespecialattentiontothese.
CLASSCONTRIBUTION
Theclassdiscussionswillallowforfurtherdevelopmentofyouranalysisand
recommendations.Inactivediscussionofcasesinclassthiscourseisintendedtobedifferent
fromsomeofyourothercourses;itismeanttobemoreopenendedandinductive.Keeping
thisinmind,youshouldfeelfreetochallengeothers,defendyourpointofview,andseek
advicewhennecessary.Theinstructorwilloftenbemainlyadiscussionleaderwhosemajor
roleistoorchestratetheflowofdiscussionandtorecordthecommentsanddebate.
Solutionsofclassmembersmaydifferconsiderablyandyetallbereasonable.
Evaluationbytheinstructorwillbebasedontheextenttowhichyouroralcontribution
assiststheclassinitsdecisionmakingprocess,thedegreetowhichyoufurtherclass
discussion(eitherbyprovidingafruitfullineofreasoningorbyraisingkeyquestions),and
yourarticulationofideas.Youshouldthinktheproblemsthroughclearlyandlogicallybut
alsouseyourintuitionandfeelings.Qualityofcontribution,notmerequantity,willbethe
criterion.Worthwhilecontributionsareconstructive,wellreasoned,supportedbythefacts,
andpresentedinanintelligent,articulatemanner.
FINALPAPERWITHTEAMPRESENTATIONS
Topic:Chooseaminimumoffive(5)theories,frameworksortheoristsfromthecourse
readings.Applythemtoananalysisof1)theproactivenessandeffectivenessofleadership
presentorlackingand2)thechangesneededinanorganizationofyourchoice.Besurethat
thereareadequatepublishedsourcesavailableonthecompanyandchangesituationyouhave
chosen.
Guidelines:Thepapershouldbe12to14pageslong,typedanddoublespacedwithno
smallerthan12pointtypeandwithmarginswideenoughformetowritein(2.5cm).
Creationofexhibitswhichhelptointegrateyourthoughtsandfindingsareencouraged.Be
suretomakeassumptionsexplicit.Nomorethan40%ofthepapershouldbedescribingthe
situationtherestshouldbeanalysisandrecommendations.
TheTeamPresentationswillbeonDecember8&15andwilleachbe20to25minutesin
length.Allteammembersaretoparticipateandpresent.
Youmaybeaskedtofilloutagroupevaluationformwhichassesseseachpersons
contributiontothefinalgrouppaper.Thisformwillbeheldconfidentialbetweenthe
evaluatorandtheinstructorthoughtheaverageoftheevaluationsforanindividualmaybe
disclosedtotheotherteammembers.

CLASSSCHEDULE
Session/Date
#1

TopicandAssignedMaterial

13:0016:00Wednesday20/10
CourseOverviewandIntroduction:
TheSubtletiesofChangeandLeadership

Readings:

1.B&H,chap.1,pp.19.
2.Iverson,Introduction,pp.310.

Case:MetcorpA/S
Questionstoprepare:
1.Whatisgoingoninthecaseasregards:
a.leadershipwhoisexercisingit,whoshouldbeexercisingit,andinwhatways?
b.effectiveorineffectivemanagement?
2.Whoisatfaultandwhy?
a.Mr.Post?
b.Mr.Manson?
c.Mr.Larsson?
d.Theplantmanagers?
e.Theplantpurchasingagents?
3.Whataretheproblemsfacingeachoftheabove?
4.WhatshouldMr.Postdonow(attheendofthecase)?
5.WhatshouldMr.Mansondo?
#2

13:0016:00Wednesday27/10

TheHiddenSidesofLeadership

Readings:
1.B&H,chapters24:1044.
2.Iverson,chapters1&2.
3. Daft&Lengel,chap.1,pp.928:FusionLeadership
Due:onepageproposalofcompany,leader,andchangesituationforfinalpaper.
Theproposalshouldaddress:1.Whyyouhavechosenthecompany,leader,andsituationfor
thefinalpaper;2.Abrieflistofsourcesavailablefromaninitiallibrarysearch.
Case:FredHenderson
Questionstoprepare:
1.WhatarethekeyelementsinFred'sstyle?2.WhydoesFredbehavethewayhedoes?
3.Howeffectivealeader/managerisFred?Why?4.WouldyouliketoworkforFred?
#3

13:0016:00Wed.03/11

Leadership,ChangeandInfluence

Readings:1.B&H,chaps.5&6.
2.Iverson,chapters3&4.
3. Malan&Kriger,MakingSenseofManagerialWisdom
Case:RennZaphiropoulos
Questionstoprepare:
1.WhatarethekeyelementsinRenn'sstyle?
2.WhydoesRennbehavethewayhedoes?
3.Howeffectivealeader/managerisRenn?Why?
4.WouldyouliketoworkforRenn?
5.WhatexplainsthesimilaritiesanddifferencesbetweenFredandRennaschangeagents
andasleaders?
6.Whoisthebetterchangemanager?Thebetterleader?

#4

13:0016:00Wednesday10/11

CreatingDeepOrganizationalChange

Readings:1.B&H,chaps.7&8.
2.Iverson,chap.5&6.
3. "ManagingYourBoss,"HBRreprint
4. "TheHiddenSideofOrganizationalLeadership"byBarnes&Kriger,SMRreprint
Case:DonnaDubinsky(A)
WRITTENCASEANALYSIS#1DUE:4pagesmaximum,typedanddoublespaced,plus
amaximumoffive(5)exhibits).Tobewritteninpairsorthrees.
1.Whatisyourdiagnosisofthesituationandthestrengthsandweaknessesofthecompany
atthetime?WhywasDubinskysosuccessfulinitially?
2.Whataretherealproblems?CreateaReadinessCapabilityAssessmentChart(seeB&H,
p.63).Whataretheimplicationsofthischart?
3.Whatactionsshouldbetakenandbywhom?CreateaResponsibilityChart(seeB&H,
p.105).
4.WhatisyourpredictionastowhatCampbellwilldecidetodoandwhy?

#5

13:0016:00Wednesday17/11

LeadershipandOrganizationalVision

Readings:1.B&H,chaps.9&10.
2.Kotter,LeadingChange:WhyTransformationEffortsFail,HBRreprint.
3.LPB,7287:"OntheFollyofRewardingA,WhileHopingforB"
4. Iverson,chapters7&8.
Case:RevolutionatOticonA/S(A):VisionforaChangeCompetentOrganization
Questionstoprepare:
1.WhatisKolind'svision?Beasclearasyoucan.
2.WhataretheplussesandminussesofLarsKolind'svisionfromthestandpointof:
a.theindustryandthecompanyasof1990?
b.yourownpersonalvaluesandpreferencesforthetypeoforganizationyouwould
liketoworkin?
3.WhatisyourassessmentofKolind'splanandprocesstomergethetwocultures?
4.WhyhastheresistanceintensifiedinreactiontoKolind'svision?Inwhatwaysisthe
restructuringtrulyradical?Notradicalenough?
5.WhatshouldKolinddonow(attheendofthecase)to:
a.addressthecurrentrevolt?
b.establishlongtermhealthandcreativityinOticon?Listspecificactionstepstobe
takenwithtimeframes.

#6

13:0016:00Wednesday24/11

LeadershipandScenariosfortheFuture

Readings:
1. Iverson,chapter9&Epilogue.
2.Schwartz,ThePathfindersTale(pp.316)&StepstoDevelopingScenarios(219234).
*****APPLIEDBOOKREVIEWDUE:(20%)5pagesmaximum,typedanddouble
spaced.Tobewritteninpairs.*****
TheIversonbookistobeassessedandappliedusingthefollowingquestionsasguidelines:
1.Howdoesthisbookextendthinkingandpracticeinthefieldofleadershipand
organizationalchange?Whataretheunderlying(implicit)conceptualmapsandapproaches
takenbythebook?Createatheoryorframeworkoforganizationaleffectivenessfromthe
Nucorcaseaspresentedinthisbook.(2/3)
2. Whataretherelativestrengthsandweaknessesofthebook?Howdoesthisbookhelpyou
tobeabetterleader,manager,orchangeagent?(1/3)
#7

13:0016:00Wednesday01/12

OrganizationalCultureandChange

Readings:
1.LPB,278296:"TheRoleoftheFounderinCreatingOrganizationalCulture"
2. LPB,636654:"Symbols,Patterns,andSettings:AnOptimisticCaseforGettingThings
Done"
Case:CrayResearch,Inc.
1.AssessthestrengthsandweaknessesofCrayResearch'sculture,vision,organizational
designandstructure.
2.Whatadministrativeproblemsandorganizationalchallengesmustbeaddressedto
maintaintheirdistinctivesuccessandinwhattimeframes?
3.Inlightofyourassessment(items1&2),whatareyourrecommendationstoRollwagen?
#8
13:0016:00Wednesday08/12Leadership,Values,andChangeinthe21st
Century:
GainingDeepCommitmentinOrganizations
Readings:
1. LPB,665678:"ChoosingStrategiesforChange"
2. LPB,224233:"LeadershipisaLanguageGame"
Presentationsbyteams
Case:TheBodyShopInternational
1. WhatisAnitaRoddickreallytryingtoaccomplish?Whatisherrealaim?
2. Howdoessheandherleadershipteamachievesuchdeepcommitment?
3. WhatareyourrecommendationstoMs.Roddick?
4. HowcriticalisMs.Roddicktotheorganization,whatisherleadershipstyle(seeFigure
2.1inFusionLeadership),whatdoyoupredictwouldhappenifsheleftthecompany?
#9

13:0016:00Wednesday15/12

Leadership&ChangeProjects

FinalPapersdueandremainingPresentationsbyteams