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  • DYNM 653: Coaching Others to Manage Conflict

    3.00 Credits
    University of Pennsylvania

    Napier. Not a day goes by when you or I or a person we are coaching is not faced with some tantalizing, challenging conflict. It may be with someone we love, a conflict in a team, a struggle between two direct reports, a difference with our boss or the challenge of a difficult, perhaps aggresive person in a meeting we facilitate. The problem is not that there is a conflict. The problem is that most of us have a very thin, often inadequate repertoire of responses to the conflicts that engage us on a daily basis. The result is that all too often we are predictable in our responses. Thus, if we take these same limited skills and attempt to provide them to a client in our role as a coach, the consequences will more than likely be similar. This course is about expanding your repertoire of responses to a wide array of conflict situations. In the process, you will increase your understanding of the theoretical constructs that underlie successful conflict management. Not only will your strategies for managing a variety of conflicts expand, but you will be better able to design unique responses that relate to the particular situation with which your client is faced. How you translate these ideas to your clients and, in the process, provide them the confidence to use them, will be a central theme throughout the course. There is an attempt to provide a balance between intellectual theory and the skills and strategies necessary for application.
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  • DYNM 655: Using the Political Process to Effect Organizational Change

    3.00 Credits
    University of Pennsylvania

    Gale. At one time or another, each of us has said something like, "I know what to do to make some really effective changes in this organization, but the politics make it almost impossible to get anything done." The sense is that although there are changes that should be made to improve organizational performance, politics (internal, external, or governmental) simply obstructs our ability to make a difference. Frustrations notwithstanding, politics is anything but an impediment; it is the art and science of coordinating individuals, departments, management, markets - the entire organizational environment - to effect a balance of objectives and methods. This seminar will discuss the use of politics to promote effective change within organizations. After reviewing the theory or organizations and the roles that political processes play in communications and decision-making, a series of cases will be presented that illustrate the contexts and conditions for effective political coordination. Both private and public sector examples will be employed. Seminar participants will be required to present a case study of organizational politics and demonstrate ways in which it can be used as an effective agent of change.
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  • DYNM 660: Mistakes and Errors,Accidents and Disasters

    3.00 Credits
    University of Pennsylvania

    Bosk. The purpose of DYNM 660 is to provide a basic understanding of some rather ubiquitous social phenomena: mistakes, errors, accidents, and disasters. We will look at these misfirings across a number of institutional domains: aviation, nuclear power plants, and medicine. Our goal is to understand how organizations "think" about these phenomena, how they develop strategies of prevention, how these strategies of prevention create new vulnerabilities to different sorts of mishaps, how organizations respond when things do go awry, and how they plan for disasters. At the same time we will be concerned with certain tensions in the sociological view of accidents, errors, mistakes and disasters at the organizational level and at the level of the individual. Errors, accidents, mistakes and disasters are embedded in organizational complexities; as such, they are no one's fault. At the same time, as we seek explanations for these adverse events, we seek out whom to blame and whom to punish. We will explore throughout the semester the tension between a view that sees adverse events as the result of flawed organizational processes versus a view that sees these events as a result of flawed individuals.
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  • DYNM 662: Effective Leadership and Effective Entrepreneurship

    3.00 Credits
    University of Pennsylvania

    Keech. This course is designed to provide an understanding of the nature of entrepreneurship and entrepreneurial organizations in today's economy with emphasis on issues related to the management , strategies for, and financing of entrepreneurial ventures. While attention will be focused on problems related to early-stage ventures, the course will also consider the issue of entrepreneurship in the management of larger, established companies. We will examine the role of the chief executive and the board of directors in providing and directing entrepreneurship in large organizations and will emphasize issues such as strategy development and crisis management as part of the entrepreneurial management process. The course will examine a number of leadership topics. The course will address the role of the chief executive in leading entrepreneurship in large organizations and the role of the board of directors in providing corporate governance.
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  • DYNM 667: Complexity,Sustainability and Systems Thinking

    3.00 Credits
    University of Pennsylvania

    Barstow. This course focuses on an understanding of complexity, sustainability, and systems thinking and explores how these concepts and principles apply to organizations. We will use these concepts and principles to assess cases and current affairs from the micro-level of small groups, through macro-level organizations and associations, to global issues and events affecting the whole planet.
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  • DYNM 668: Organizational Ethics and Integrity

    3.00 Credits
    University of Pennsylvania

    Fielder. Recent scandals in business organizations have focused on individuals who made unethical and unlawful decisions. Equally, if not more important, is the role of ethically dysfunctional organizations which encourage unethical behavior. Integrity, not just in the narrow sense of being honest, but in the broader sense of adhering to ethical principles and seeking socially responsible goals, applies to organizations as well as individuals. Creating and sustaining organizational integrity is essential for both organizations and the people who work there to flourish and reach their full potential. Research has confirmed that people do their best work in an atmosphere of trust, responsibility and worthy organizational goals. In this course we will examine cases and causes of failures of organizational integrity; study examples of how organizations create and sustain integrity; and apply these approcahes to a range of actual case studies taken from health care, commerce, and non-profit organizations. The course will emphasize class discussion so that contributions from the individual expertise and experience of the participants can deepen our understanding of these complex ethical and organizational issues.
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  • DYNM 671: Ownership Matters

    3.00 Credits
    University of Pennsylvania

    Lamas. Who is going to own what we all have a part in creating The history of American business is an evolving answer to the question of ownership. Of all the issues relevant to organizational dynamics, ownership is arguably the most important and least understood. Matters of ownership have also been and remain of intimate concern to ordinary Americans-the slave yearning to breathe free, the young couple with a dream of home ownership, the entrepreneur who wants to be his or her own boss, the consultant who wants to form a partnership with best friends, and the indebted, mid-level manager reviewing last year's 401(k) statement. In this course, you will have an opportunity to examine ethical, religious, legal, technological and economic bases for different ownership systems from early human history through the 20th century; develop a theoretical framework for understanding ownership issues in the contemporary workplace; review social science concerning ownership and the related organizational issues of motivation, performance, productivity, profitability, culture, diversity and equity; analyze a variety of cases to measure ownership's effects across many industries and business situations; and utiltize a diagnostic tool for assessing the ways in which your own organization's culture and business outcomes are impacted by the firm's ownership system.
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  • DYNM 674: Sustainable Business:Can Profit,People & Planet All Be Served

    3.00 Credits
    University of Pennsylvania

    Nuessle. This course will examine the difficulties of operating a sustainable business in a culture that lives by codes of conduct, legislation and laws that do not foster sustainability. We will look at what is really happening behind the scenes and debate what it takes to move toward sustainability, the issues and boundaries that affect a company's actions, and the pitfalls to avoid when designing sustainability programs. Throughout the course, we will test long held assumptions about sustainability against the real possibilities and against what is actually working in the field. Course participants will take away a grounded understanding of the current state vs the desired state for a sustainable business environment and what actions will move us toward that more livable, more sustainable world.
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  • DYNM 676: Human Rights and Global Order

    3.00 Credits
    University of Pennsylvania

    Teune. Human rights have assumed dominance as the ideology of globalization with aspirations to embrace principles and beliefs that can be shared by all peoples everywhere. Although challenged by a variety of traditions and religions, human rights remains a pillar of global order along with institutions of global governance. Since the Universal Declaration of Human Rights over 50 years ago and especially since the Helsinki Accords nearly 25 years ago, human rights continue to spread throughout the world, superseding national civil rights and extending to everyday conduct of respect of others and the rights to a life of dignity, safe working conditions, and a good environment. This seminar will discuss the origins and contested justifications of global human rights. It will look at group rights for women, minorities, and migrants; economic, social and political rights; and the new citizenships not only of individuals but also of business organizations (the Global Compact). The evolution of human rights law, the emergence of global courts of human rights, and the imperatives of humanitarian interventions to enforce human rights will receive special attention.
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  • DYNM 683: Organizational Experience

    3.00 Credits
    University of Pennsylvania

    Larkin. In a time when corporate downsizing and restructuring are causing dislocation and change in middle management positions, new career opportunities and effective contribution to new organizations requires more than just technical knowledge to develop new tasks, skills and markets. By achieving greater insight into the historical forces that are causing change and into personal and professional initiatives and responses, participants can create opportunities for their own meaningful transformations. In this seminar, readings in a variety of literatures and selected films are used to explore a wide range of work and life experiences, looking at careers across centuries and social class. Participants will have the opportunity to consider (and indeed reconsider) their own work preferences and career choices as reflections of their early family, school and work experience. They will do this by researching and developing an autobiography that explores family history, educational history, and organizational work experience as a practicing professional. The nature of the autobiographical work in this course is by definition personal. Participants should be willing to explore those themes that reside within their life experience and contribute to analytical and open discussion.
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