BUCO 533: Managing Communication in Organizations
Course Syllabus
Spring 2012
Professor: Jim Gosline
Office: ACC 400-B
Mailbox: ACC 400
E-mail:
Office Hours: MW 10:30 a.m. to 1:30 p.m. and by appointment
Course Website: Blackboard—https://blackboard.usc.edu/
Required Texts: Leadership Communication by Deborah J. Barrett, McGraw-Hill
Articles/Handouts as distributed and assigned
Recommended: Presenting to Win by Jerry Weissman, FT Press
COURSE DESCRIPTION
Managing Communication in Organizations offers you the opportunity to engage in an array of communication challenges commonly faced by business professionals in every industry around the world. You will take classroom learning and put it to use in working as consultants with an organization of your choice. You will be able to apply your technical knowledge and leadership skills to benefit that organization, accelerating your learning and building your confidence.
Your background in oral and written communication, interpersonal skills, teamwork, and leadership will be your foundation as we practice communication and consulting tasks. We’ll explore underlying theories of effective organizational and small-team communication and learn which communication practices and strategies work best in different situations.
Three major themes run through this course. The first theme is Small Team Communication and the importance of understanding the processes of team formation and how communication can be used to ensure optimal team performance.
The second major theme of this course is Persuasion as it is expressed through written communication and the importance of developing argument and evidence based on the preferences and styles of another.
The third underlying theme of this course is Problem Solving Through Communication. You will have the opportunity to consider situations and problems, decide how you would handle them, and practice the related communication skills involved. The focus will be on developing your ability to work productively in small teams and to manage projects within an organizational context.
LEARNING OBJECTIVES
The overall objective of this course is to give you exposure to and practice in a set of communication and managerial challenges common in business organizations today and in group and team settings. From these experiences, you will learn more about your personal strengths and about the skills and strategies you need to develop further to reach the level of success you envision for yourself as a team player and leader.
The communication and managerial challenges you will experience and learn about as they pertain to teams include the following:
· Team formation and structure
· Power and influence within teams
· Conflict and conflict resolution in teams
· Team performance
· Team decision-making
· Team leadership
· Planning and running meetings
· Producing persuasive written documents associated with client projects
· Proposing, planning, and completing a client project
In the process of working in each of these areas, you will also continue to develop your business writing skills, business presentation skills, teamwork skills, and interpersonal skills.
EXPECTATIONS, EVALUATION AND GRADING
Expectations: Attendance, active participation, and a positive attitude are required for successful completion of this course. Many sessions involve team activities, and I plan and organize them assuming all students will be present. I expect that you will be present in every class, and ready to begin work at class start time. Should you need to be absent–either because of an illness or because you believe that there is something you must do that is more important than attending class–I expect to receive an email or a text from you PRIOR to the start of class. Keep in mind that an email or text before class begins does not “excuse” your absence–it simply shows me that you are taking responsibility for choosing to do something else during class time. Multiple absences, even when accompanied by conscientious notification, will be viewed as unprofessional behavior.
Absence from class and/or a pattern of lateness will adversely affect your grade (in the same way that such behavior would adversely affect your performance evaluations in a professional setting). We will oftentimes have some type of exercise at the start of class. Being late means you miss the quiz, exercise, or impromptu opportunity and the points associated with it–no exceptions. A pattern of absences after a major project is presented or turned in would also adversely affect one’s grade. In addition, note that ELC dates are non-negotiable–so missing an ELC session poses a serious threat to your course grade. Much of this course is run similarly to professional work environment, especially in terms of late or missed assignments, absence, and showing up late (tardiness). If you can warn me ahead of time of an unavoidable problem causing a late assignment, absence, or tardiness, we can discuss the matter and possibly find a solution without penalty. Otherwise, the following guidelines apply:
Ø Late assignments—earned points reduced 50% (later than one week = “missed assignment”)
Ø Missed assignments—zero points
Ø Absence—
First unexcused absence earns a warning
Each subsequent unexcused absence earns a 10-point penalty
Ø Tardiness—
First unexcused tardiness earns a warning
Each subsequent unexcused tardiness earns a 5-point penalty
Partial credit for missed classes or activities is at my discretion and may not be possible depending on the activity and timing.
Evaluation and Grading: Your final course grade will be composed of the following elements (percentages are approximate)--TENATIVE:
50% Consulting Project (Team)
30% Oral Presentations (individual and team, separate from Consulting Project)
10% Quizzes and minor assignments
10% Participation in classroom sessions, ELC exercises, and Consulting Project
100%
Date Deliverables Points Possible
1/11 Oral Presentation Diagnostic ‘Pencil Grade’
Varies First “Team Cold Call” Presentation 50
Varies Second “Team Cold Call” Presentation 100
2/8 Individual Oral Presentation 50
2/15 Term Project Engagement Letter (final draft) 100
2/27 Term Project Management Plan 50
3/7 Individual Oral Presentation 100
4/23 or 4/25 Term Project Team Presentation (client attending) 150
4/27 Term Project: Written Report 150
Thank-You Letter 50
Varies Quizzes and minor assignments 100
Varies Overall Class Participation & Professionalism* 100 (* see last 2 pages)
Total 1000
In general, I use a combination of two criteria for evaluation:
(1) How does your class output compare to that of your classmates?
(2) How does your class output compare to established norms for communication in
U.S. business?
Grade components are described briefly below. Assignment instructions will include grading criteria, with additional details to be discussed in class.
Consulting Project
Working within a team of no more than four classmates, you will design a consulting project for a local nonprofit organization and deliver a written final report and oral presentation to leaders in the organization. Elements of this project include an engagement letter or proposal, a project management plan, a business presentation to management, and a final report and thank-you letter to the client.
Presenting Yourself Professionally
During our course, you will have the opportunity to synthesize and comment on assigned readings, Web-based resources, and articles and handouts. You may take a stand on current events that affect the business world. Individually or in teams, you will practice presenting your position confidently and persuasively, and you will learn to respond professionally to challenges and questions from the “audience.” Note: Many of these presentations will be "impromptu"–you will need to be present to participate and benefit from the learning experience.
ELC Exercises and Classroom Participation
Within the safe confines of the Experiential Learning Center, you will participate in exercises designed to give you practice in specific skills: Problem solving across an organization, interviewing management, reaching consensus, handling difficult people, and resolving conflict. In addition, classroom activities that require your attendance will contribute to this part of your grade. Participation in class discussions, critiques of peer impromptu presentations, as well as attendance and tardiness will also be included here.
Teamwork
In the interest of fairness, a peer evaluation of each team member’s participation in and contributions to the consulting project will constitute a portion of the grade in the class.
ACADEMIC STANDARDS AND UNIVERSITY POLICIES
Academic Standards: USC seeks to maintain an optimal learning environment. General principles of academic honesty include the concept of respect for the intellectual property of others, the expectation that individual work will be submitted unless otherwise allowed by an instructor, and the obligations both to protect one’s own academic work from misuse by others as well as to avoid using another’s work as one’s own. All students are expected to understand and abide by these principles. SCampus, the Student Guidebook, contains the Student Conduct Code in Section 11.00, while the recommended sanctions are located in Appendix A. http://www.usc.edu/dept/publications/SCAMPUS/gov/
Students will be referred to the Office of Student Judicial Affairs and Community Standards for further review, should there be any suspicion of academic dishonesty. The Review process can be found at: http://www.usc.edu/student-affairs/SJACS/ Failure to adhere to the academic conduct standards set forth by these guidelines and our programs will not be tolerated by the USC Marshall community and can lead to dismissal. I will work with you to maintain an atmosphere conducive to personal integrity, intellectual honesty, and ethical behavior.
Technology Policy: Laptop, tablet, cell phone, PDA and any other Internet usage is not permitted during academic or professional sessions unless otherwise stated by the respective professor and/or staff. Use of any other personal communication devices, such as an iPod, is considered unprofessional and is not permitted during academic or professional sessions. ANY e-devices must be completely turned off during class time. Upon request, you must comply and put your device on the table in “off” mode and FACE DOWN. You might also be asked to deposit your devices in a designated area in the classroom. Videotaping faculty lectures is not permitted, due to copyright infringement regulations. Audiotaping may be permitted if approved by the professor. Use of any recorded material is reserved exclusively for USC Marshall students.
Add/Drop Process: In compliance with USC and Marshall’s policies, classes are open enrollment (R-clearance) through the first week of class. All classes are closed (switched to D-clearance) at the end of the first week. This policy minimizes the complexity of the registration process for students by standardizing across classes. I can drop you from my class if you don’t attend the first two sessions. Please note: If you decide to drop, or if you choose not to attend the first two sessions and are dropped,you risk beingnot being able to add to another section this semester, since they might reach capacity. You can only add a class after the first week of classes if you receive approval from the instructor. (http://www.usc.edu/dept/publications/cat2011/academic/policies.html)
Further, if you are absent six or more times prior to April 6, 2012 (the last day to withdraw from a course with a grade of “W”), I will ask you to withdraw by that date. These policies maintain professionalism and ensure a system that is fair to all students.
Students with Disabilities: Any student requesting academic accommodations based on a disability is required to register with Disability Services and Programs (DSP) each semester. A letter of verification for approved accommodations may be obtained from DSP. Please deliver the letter to me as early in the term as possible. DSP is located in STU 301 (phone 213-740-0776) and is open 8:30 a.m. to 5:00 p.m., Monday through Friday.
Professor’s Retention of Graded Papers: Returned paperwork, unclaimed by a student, may be discarded one month after the end of the class. Paperwork intentionally not returned to students will be retained for one year after the end of the semester.
Emergency Preparedness/Course Continuity: In case of emergency, and travel to campus is difficult, USC executive leadership will announce an electronic way for instructors to teach students in their residence halls or homes using a combination of Blackboard, teleconferencing, and other technologies. I will be prepared to assign you a "Plan B" project that can be completed at a distance. For additional information about maintaining your classes in an emergency, please access: http://cst.usc.edu/services/emergencyprep.html
Please activate your course in Blackboard with access to the course syllabus. Whether or not you use Blackboard regularly, these preparations will be crucial in an emergency. USC's Blackboard learning management system and support information is available at blackboard.usc.edu.
IMPORTANT PHONE NUMBERS, EMAIL ADDRESSES, AND DATES
Center for Management Communication: (213) 740-0627; Ms. Marti Rood, Office Coordinator
USC Emergencies: 740-4321
USC Emergency Info Line: 740-9233
USC Information Line: 740-2311
KUSC Radio: 91.5 FM
Spring Semester 2012Oct. 24-Jan. 6 / Registration for continuing students
Nov. 17-Jan. 6 / Registration for returning students and continuing students
Jan. 5-6 / Registration for spring semester continues
Jan. 6 / Last day to register and settle without late fee
Jan. 9 / Spring semester classes begin
Jan. 9-13 / Late registration and change of program
Jan. 16 / Martin Luther King Day, university holiday
Jan. 27 / Deadline for purchasing or showing proof of health insurance
Jan. 27 / Last day to register and add classes
Jan. 27 / Last day to drop a class without a mark of "W," except for Monday-only classes, and receive a 100% refund
Jan. 27 / Last day to change enrollment option to Pass/No Pass or Audit
Jan. 27 / Last day to purchase or waive tuition refund insurance
Jan. 31 / Last day to drop a Monday-only class without a mark of "W" and receive a 100% refund or change to Pass/No Pass or Audit
Feb. 20 / Presidents' Day, university holiday
March 12-17 / Spring recess
April 2 / Thesis/Dissertation submission
April 6 / Last day to drop a class with a mark of W
April 27 / Spring semester classes end
April 28-May 1 / Study days
May 2-9 / Final examinations
May 11 / Commencement
PROFESSIONAL-LEVEL PERSONAL RESPONSIBILITY
Professor Jim Gosline
GSBA 533, Spring Semester 2012
As noted in the course syllabus, I will be applying “professional-level personal responsibility” in our GSBA 533 class. This concept affects your course grade, so you may want to know more about what I think it means. For this concept, as well as most of what I teach, I agree strongly with one of Albert Einstein’s convictions, that the universe loves simplicity and beauty.
“Everything should be made as simple as possible, but not simpler.”