BU.131.601.Xx Business Leadership and Human Values INSTRUCTOR Page 1 of 7

BU.131.601.xx | Business Leadership and Human Values | INSTRUCTOR | Page 1 of 7

BUSINESS LEADERSHIP AND HUMAN VALUES

2 Credits
BU.131.601.XX
[NOTE: Each section must have a separate syllabus.]
[Day & Time / ex: Monday, 6pm-9pm]
[Start & End Dates / ex: 3/24/17–5/12/17]
[Summer/Fall 1/Fall 2/Spring 1/Spring 2/Summer]Term

Instructor

[Full Name]

Contact Information

[Email Address]

[Phone Number, (###) ###-#### (Optional)]

Office Hours

[Please specify the day and time of the 2 hours that will be dedicated to office hours each week. For evening classes, faculty may wish to hold their office hours by phone or email. While faculty are permitted to state “and by appointment,” office hours should not be held exclusively by appointment.]

Required Texts and Learning Materials

This course is a series of thematic conversations about human values and your responsibilities as an emerging/aspiring business leader.There is no traditional textbook, but there is much reading.You will find details about required learning materials in the syllabus bibliography and onthe Blackboard Weekly Theme Briefs.

Required Workbook:Thompson, Lindsay. The Moral Compass Workbook. (Blackboard)

Bright, J. (2016, June 30). An e-commerce challenge in Africa: Selling to people who aren’t online. The New Yorker.
Dabla-Norris et al. (2015). Causes and consequences of income inequality. Washington, DC: International Monetary Fund.
Grusec, J. E., Chaparro, M. P., Johnston, M., & Sherman, A. (2013). The development of moral behavior from a socialization perspective. Handbook of Moral Development, 113–134.
Harari, Y. N. (2015). Sapiens: A brief history of humankind. New York, NY: Harper Collins. Part 1, Chapters 1–4.
Hawking, S., Musk, E., Russell, S. J., Dietterich, T., Horvitz, E., Selman, B., & Rönn, K. (2015, January 12). AI Open Letter.
Heifetz, R., Grashow, A., Linsky, M. (2009).The practice of adaptive leadership. Cambridge, MA: Harvard Business School Press. Chapter 2.
Kellmeyer, P. (2016, November 8). On the ethics of machine learning applications in clinical neuroscience.
Kymlicka, W. (2010).Introduction: The globalization of ethics (Chapter 1). In The Globalization of Ethics: Religious and Secular Perspectives. Cambridge & New York: Cambridge University Press.
Martin, J.W. (2011). Unexpected consequences: Why the things we trust fail. Santa Barbara, CA: ABC-CLIO. Introduction & Chapter 6.
Musto, L. C., Rodney, P. A., & Vanderheide, R. (2015). Toward interventions to address moral distress: Navigating structure and agency. Nursing Ethics, 22(1), 91–102.
Narvaez, D. (2013). Natural morality, moral natures and human flourishing. In What makes us moral? On the capacities and conditions for being moral. Springer Netherlands. 239–254.
Porter, M. E., Kramer, M. R. (2011, January–February).Creating shared value.Harvard Business Review.
Post, J. E., Preston, L. E., & Sachs, S. (2002). Redefining the corporation: Stakeholder management and organizational wealth. Chapter 1 (2 and 4 if you are ambitious).
Rich, N. (2016). The lawyer who became DuPont’s worst nightmare.The New York Times.
Schramm, C., Litan, R., & Baumol, W. (2003). Good capitalism, bad capitalism, and the economics of growth and prosperity.Preface, Chapters 1 & 4.
Thompson, L. (2017 forthcoming).Moral wellbeing. Encyclopedia of Business Ethics and Society. Thousand Oaks, CA: Sage. (PDF)
Thompson, L. (2017 forthcoming). Social determinants. Encyclopedia of Business Ethics and Society. Thousand Oaks, CA: Sage. (PDF)
Thompson, L. (2012). Livable cities: The moral measure of wealth. White Paper.

Thompson, L. J. (2010). The global moral compass for business leaders. Journal of Business Ethics,93(1), 15–32.
United Nations General Assembly. (1948).The Universal Declaration of Human Rights.
United Nations General Assembly. (2015).Sustainable Development Goals (SDG).
United Nations General Assembly. (2005).The Ten Principles of the Global Compact.
United Nations General Assembly. (2005). The Six Principles of Responsible Investment (PRI).
United Nations Global Compact. (2007). Principles of Responsible Management Education.

Recommended Reference Texts

Blackburn, S. (2014). The Oxford dictionary of philosophy(2nd ed). Online Version: Oxford University Press.
Stevenson, A., & Lindberg, C. (2011). The New Oxford American dictionary (3rd ed). Online Version: Oxford University Press.
Zalta, E., Ed. (2016). Table of Contents, The Stanford Encyclopedia of Philosophy. Stanford, CA: The Metaphysics Research Lab, Stanford University.

Note about Readings and Learning Resources

Readings, video/audio clips, websites, and other course materials are a starting point for inquiry and discussion around each theme.All of the required learning materials are available via the internet or Blackboard either in Course Documents or E-Reserves link to the Johns Hopkins libraries.Be sure that your electronic access to Blackboard, libraries, and other Johns Hopkins websites is activated from your computer and working effectively.

You are expected to read at least one mainstream business news source regularly.You will rely on news sources to construct “live cases” that exemplify key ethical issues in business drawn from current events and the observations and experiences you and your learning colleagues bring to class.You should also be familiar with the range of business media, websites, and journals as a source of intelligence and insight on business leadership and values. A bibliography of these sources is listed under Course Documents on Blackboard.

Course Description and Overview

This course explores ethical leadership as a framework for enterprise value creation in a complex environment of competing value claims. Students examine the intrinsic ethical and moral challenges of business and the concept of a moral compass as a foundation for conscientious leadership, business practice, and value creation in a competitive global economy. You should read the Seminar Preparation section in Blackboard prior to the first class. It will also be useful to learn more about the learning theory underlying the design and implementation of this course.You are encouraged to read the two documents on transformational learning and constructive learning posted in the Course Documents section of Blackboard.

Prerequisite(s)

None

Learning Objectives

By the end of this course, you will be able to:

Explain the role of human values in business leadership.
Develop and justify an action plan to manage an ethical challenge.
Lead purposeful conversations about values and ethics.
Foster personal moral wellbeing.

To view the complete list of Carey Business School’s general learning goals and objectives, visit the Carey website.

Course Policies

Throughout the Seminar you will explore the architecture of human values from various dimensions: personal, organizational, societal, cultural, and cross-cultural. The Seminar provides the opportunity for you to cultivate skills and dispositions of self-awareness, critical thinking, collaborative inquiry, dialogue, discernment, and decision-making that will foster your effectiveness as a values-empowered leader.

Peer Learning and Class Participation

You are required to participate actively in building a peer learning community. Rather than learning about values, the Business Leadership and Human Values seminar engages you with the Carey Business Credo, Business with Humanity in Mind, challenging you to anchor value creation in human values. You will be challenged by discussing these ideas and values with your classmates to envision business leadership as a moral trust others place in you to manage assets, solve problems, and lead people in creating sustainable wealth.

Note: If you have a question that is urgent or personal (such as grades), you should contact the instructor directly at [Insert instructor email address]. Otherwise, you are encouraged to use the course’s Q&A discussion board as the primary method for asking questions.

Assignments

Your grade will be based on your performance in the following equally weighted areas:

PERFORMANCE DELIVERABLE OR ASSIGNMENT
Details are listed for each assignment in Blackboard / LEARNING OBJECTIVES / PERCENTAGE OF GRADE
Moral Compass Essay
Articulation of a personal values framework for business leadership / 1, 4 / 25%
Thought and Values Discourse(Individual)
Initiative, competence, and leadership in classroom discussions and weekly theme reflection posts / 1,2,3,4 / 25%
Thought and Values Discourse (Team)
Initiative, competence, and leadership in facilitating classroom discussions and team exercises / 1,2,3,4 / 25%
Live Case Minute Video and Final Written Case Brief
Demonstration of competence in identifying, explaining, and managing a moral challenge / 2 / 25%
100%

Grading

Effective Fall 2017: The grade of A is reserved for those who demonstrate extraordinarily excellent performance as determined by the instructor. The grade of A- is awarded only for excellent performance. The grades of B+, B, and B- are awarded for good performance. The grades of C+, C, and C- are awarded for adequate but substandard performance.The grades of D+, D, and D- are not awarded at the graduate level (undergraduate only). The grade of F indicates the student’s failure to satisfactorily complete the course work.

Please note that for Core and Foundation courses, a maximum of 25% of students may be awarded an A or A-; the grade point average of the class should not exceed 3.3. For Elective courses, a maximum of 35% of students may be awarded an A or A-; the grade point average of the class should not exceed 3.4. (For classes with 15 students or fewer, the class GPA cap is waived.)

Grading Rubrics

Your performance in this course will be evaluated according to rubrics for each assignment.All of your work in the course is graded on a 3-point scale. To earn a “B” you must perform consistently, in every activity and on every assignment, at the level of a 2 or above. To earn an “A” you must perform, in every activity and on every assignment, at a level of 3.Rubric details for individual assignments are posted in Blackboard.

3 points=A (Exemplary)

2 points=B (Proficient)

1 point=C (Needs Improvement)

0 points=F

The Business Leadership and Human Values Seminar experience is designed to foster personal commitment to values. Acceptable performance (B or above) requires that you:

Demonstrate authentic personal commitment to exploring and understanding the role of human values in business, value creation, markets, and the economy.
Prepare thoroughly and participate actively in the online discussion board and other required learning activities.
Complete all deliverables fully, in proper format, and on time.
Work effectively with others.
Demonstrate active engagement with course themes, content, and methods.

Carey Business School

Policies and General Information

Blackboard Site

A Blackboard course site is set up for this course. Each student is expected to check the site throughout the semester as Blackboard will be the primary venue for outside classroom communications between the instructors and the students. Students can access the course site at Support for Blackboard is available at 1-866-669-6138.

Course Evaluation

As a research and learning community, the Carey Business School is committed to continuous improvement. The faculty strongly encourages students to provide complete and honest feedback for this course. Please take this activity seriously; we depend on your feedback to help us improve. Information on how to complete the evaluation will be provided toward the end of the course.

Disability Support Services

All students with disabilities who require accommodations for this course should contact Disability Support Services at their earliest convenience to discuss their specific needs. If you have a documented disability, you must be registered with Disability Support Services ( or 410-234-9243) to receive accommodations. For more information, please visit the Disability Support Services webpage.

Academic Ethics Policy

Carey expects graduates to be innovative business leaders and exemplary global citizens. The Carey community believes that honesty, integrity, and community responsibility are qualities inherent in an exemplary citizen. The objective of the Academic Ethics Policy (AEP) is to create an environment of trust and respect among all members of the Carey academic community and hold Carey students accountable to the highest standards of academic integrity and excellence.

It is the responsibility of every Carey student, faculty member, and staff member to familiarize themselves with the AEP and its procedures. Failure to become acquainted with this information will not excuse any student, faculty, or staff from the responsibility to abide by the AEP. Please contact the Student Services office if you have any questions. For the full policy, please visit the Academic Ethics Policy webpage.

Students are not allowed to use any electronic devices during in-class tests. Calculators will be provided if the instructor requires them for test taking. Students must seek permission from the instructor to leave the classroom during an in-class test. Test scripts must not be removed from the classroom during the test.

Student Conduct Code

The fundamental purpose of the Johns Hopkins University’s regulation of student conduct is to promote and to protect the health, safety, welfare, property, and rights of all members of the University community as well as to promote the orderly operation of the University and to safeguard its property and facilities. As members of the University community, students accept certain responsibilities which support the educational mission and create an environment in which all students are afforded the same opportunity to succeed academically. Please contact the Student Services office if you have any questions. For the full policy, please visit the Student Conduct Code webpage.

Student Success Center

The Student Success Center offers free online and in-person one-on-one and group coaching in writing, presenting, and quantitative courses. The center also offers a variety of workshops, exam study sessions, and instructor-led primer seminars to help prepare students for challenging course content, including statistics and accounting. For more information or to book an appointment, please visit the Student Success Center website.

Other Important Academic Policies and Services

Students are strongly encouraged to consult the Carey Business School’s Student Handbook and Academic Catalog and Student Resources for information regarding the following items:

Statement of Diversity and Inclusion
Inclement Weather Policy

Unless explicitly allowed by the instructor, course materials, class discussions, and examinations are created for and expected to be used by class participants only.The recording and rebroadcasting of such material, by any means, is forbidden. Violations are subject to sanctions under the Honor Code.

Synopsis of Tentative Course Calendar

Instructors may alter course content and/or adjust the pace to accommodate class progress. Students are responsible for keeping up with all adjustments to the course calendar via Blackboard announcements.

Week / Theme / Reading/Preparation / Activities/Due
0 / Preparation / Blackboard:
Syllabus
Seminar Structure / Blackboard login
Team introductions
1 / The Carey Credo
Global values
Values discourse / Blackboard:
Theme Brief 1
Values Workbook Week 1
Week 1 Readings andCourse Materials
Moral Compass Workbook / Classroom discussions
Theme Reflection Post
2 / Personal Integrity
Ethical naturalism
Moral foundations
Cognitive evolution / Blackboard:
Theme Brief 2
Values Workbook Week 2
Week 2 Readings and Webresources
Moral Compass Workbook / Session Lead: Team 1
Classroom discussions
Theme Blog Post
Session Debrief: Team 5
3 / Social Conscience
Moral socialization
Moral distress
Social determinants
Wisdom traditions / Blackboard:
Theme Brief 3
Values Workbook Week 3
Week 3 Readings and Web resources
Moral Compass Workbook / Session Lead: Team 2
Classroom discussions
Theme Blog Post
Session Debrief: Team 4
4 / Conscientious Leadership
Adaptive leadership
Resilience leadership / Blackboard:
Theme Brief 4
Values Workbook Week 4
Week 4 Readings and Web resources
Moral Compass Workbook / Session Lead: Team 3
Classroom discussions
Theme Blog Post
Session Debrief: Team 6
Moral Compass Essay due
5 / Corporate Integrity
Stakeholder theory
Shared value creation
Value integrity / Blackboard:
Theme Brief 5
Values Workbook Week 5
Week 5 Readings and Web resources / Session Lead: Team 4
Classroom discussions
Theme Blog Post
Session Debrief: Team 1
6 / Conscientious Capitalism
Good/bad capitalism
Human capitalism
Economic inequality / Blackboard:
Theme Brief 6
Values Workbook Week 6
Week 6 Readings and Web resources / Session Lead: Team 5
Classroom discussions
Theme Blog Post
Session Debrief: Team 2
Live Case Minute Video Due
7 / Innovation Ethics
Technology and ethics
Artificial intelligence
E-commerce / Blackboard:
Theme Brief 7
Values Workbook Week 7
Week 7 Readings and Web resources / Session Lead: Team 6
Classroom discussions
Theme Blog Post
Session Debrief: Team 3
8 / Civic Conscience
Public good
Livable cities / Blackboard:
Theme Brief 8
Values Workbook Week 8
Week 8 Readings and Web resources / Classroom discussions
Theme Blog Post
Final Case Brief DUE