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CMGT 501: Communication Pro-Seminar Tues 2pm
Spring 2018 (rev 20180107)
Instructors: Brad ShipleyBen Lee
Office:ASC 321ASC 321
Office hours:By AppointmentBy Appointment
Email:
TA:Yiqi LiHyun Tae (Calvin) KimEmily SidnamLiyuan Wang
Office hours:By AppointmentBy AppointmentBy AppointmentBy Appointment
Email:
Course Description and Objectives
This course strives to accomplish a range of objectives, the chief of which is building a foundation for future professional success. Success requires understanding organizations in which professionals work and developing competent communication skills. Therefore, the course will focus on a selection of core organizational concepts and dynamics, which are significantly shaped by communication. The goal is to develop increased professional communication competencies in the following areas:
- Strategically Developing Career Capital
- Leveraging teams
- Increasing Power & Influence in organizations
- Providing Leadership
- Understanding Organizational Dynamics
- Communicating Financial Information
Course Pedagogy: Read & Practice
Learning about these concepts builds familiarity with dense academic literature. Such familiarity is fundamental to performing in the Communication Management program.You will be exposed to readings of best practices and theory. But, that’s not enough. You will be challenged to apply concepts from the readings in a simulated environment. Often, you will struggle and fail—perhaps miserably. Simulations provide a safe opportunity to learn and develop skills “in the lab” so that you can avoid costly errors that may damage your career.
We have had extensive opportunities to provide organizational development training to a wide range of public, private, and non-profit organizations. We look forward to providing students the same type of training that we have given to executives.
Readings
This class will use texts, readings available as PDF files on blackboard (indicated by ** on the reading schedule), and articles that need to be purchased through Harvard Business Publishing. Each article from Harvard Business Publishing can be purchased for about $4. In essence, this represents a course reader. To obtain the readings from Harvard Business Publishing, please use the following link:
The following texts should be purchased. Please note that they can be cheaply purchased through online vendors as well.
Bradberry, T., & Greaves, J. (2009). Emotional intelligence 2.0. San Diego, CA: TalentSmart.
Heath, C., & Heath, D. (2007). Made to stick. New York, NY: Random House.
Isaacson, W. (2011). Steve Jobs. New York, NY: Simon & Schuster.
Kaufman, J. (2012). The personal MBA. New York, NY: Portfolio/Penguin.
Newport, C. (2012). So good they can’t ignore you. New York: Business Plus.
Assignments
Participation in Class Discussion (5%)
Each student must contribute to the learning in this class. In most class sessions, you must speak, ask questions, and perhaps, argue respectfully. To do so, you must prepare well: read the assigned materials before class; read, view or listen to other relevant and interesting content; think. Staying silent in class is poor performance for a graduate level course. Given that much of our discussion will be based on shared simulated experience; all students should be willing to contribute.
Judgment of participation is based on the instructors’ aggregate impressions gained throughout the semester. If you participate frequently and enthusiastically, you will earn an “A” grade. You will not earn the full score by merely attending classes. Simply attending classes and only occasionally participating will result in a mediocre grade. If you are frequently absent, disengaged or disrespectful, you will earn zero. You will receive a participation grade for the first half of the semester and a grade for the second half of the semester (2.5% for each half).
Quizzes (18%)
There will often be short quizzes at the start of class to ensure adequate comprehension of readings in preparation for class. Quizzes will be administered using tophat, so please bring a laptop, ipad, or at least a smartphone to class. There will not be makeup quizzes. However, the lowest quiz score will be dropped (i.e., missing one class will not hurt your overall quiz grade for the course).
Career Capital Field Research Project(20%)
Inspired by Newport’s (2012) book, So Good They Can’t Ignore You, you will have the opportunity to research career capital in a field of choice. This project will include multiple steps including an introduction, data collection (informational interview), and findings/discussion. The introduction will be a 1.5 – 2 page paper where you introduce the career of interest and develop the research question(s). Next, you will turn in a short description of at least 3 candidates of interest for an informational interview. After conducting an informational interview with a person in an industry and/or organization of interest, you will revise the introduction, write a short method section, and a discussion section. The complete paper will be 4-5 pages.
This is a great opportunity to identify rare and valuable skills that could advance your career goals. In addition, this is a great opportunity to develop your networking skills. The introduction draft will be worth 8%, identification of 3 potential informational interview candidates will be worth 2%, and the complete paper will be worth 12%.
Shark Tank Presentations (2%)
Students groups will make a persuasive pitch to an audience of “investors”. This assignment will be graded on a pass/fail basis. Assuming full participation in group planning and involvement in the actual presentation, all group members will receive full credit. The assignment is also a contest. The winning group will receive a prize.
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Simulation Reaction Paper(20%)
You will write aSimulation reaction paper where you will do the following:
•Review the assigned readings related to the activity
•Participate in the simulation
•Readat least 4 additional peer reviewed articlesbeyond what was assigned in class on the topic.
•Write a 6-7page reaction paper that makes connections between the activity and the readings,and identifies lessons learned.
Case Project (35%)
The course’s major project will involve the case study of an interesting career in an interesting firm: Steve Jobs and Apple.
In the study, you will read a biography of Jobs, as well as other articles written about Jobs and Apple.
You will identify relevant instances of success and failure. Then, you will review the concepts taught in class and from the readings, and apply the relevant concepts to describe and explain Jobs’ success or failure. The deliverable will be a 7-10 page paper.
Turning in Written Assignments
All written assignments must be turned in electronically via blackboard according to due dates specified on the syllabus. Late delivery of assignments is unprofessional and will incur stiff penalties (e.g., 10% if delivered after time due, but on the same day, 20% penalty if delivered the following day, etc). Please use MS Word format rather than sending a PDF or sharing a Googledoc.
Grading Scheme
A 93.0% or higher
A- 90.0%-92.9%
B+ 87.0%-89.9%
B 83.0%-86.9%
B- 80.0%-82.9%
C+ 77.0%-79.9%
C 73.0%-76.9%
C- 70.0%-72.9% (C- or lower is a failing grade)
D 60.0%-69.9%
F 59.9% or lower
Assignment Feedback
Assignments will be returned with feedback via blackboard and/or email. If you would like clarification on the feedback, please wait 24 hours (to cool off) before contacting the grader, but please do so within one week. After speaking with the grader, if you would like to dispute the grade, within one week of meeting with the grader, please send an email to Dr. Shipley and Dr. Lee. We reserve the right to change the grade up or down based on our second assessment. Please note that we are unlikely to change a grade unless there is compelling reason for a change.
Academic Integrity
The Annenberg School for Communication is committed to upholding the University’s Academic Integrity code as detailed in the SCampus Guide. It is the policy of the School of Communication to report all violations of the code. Any serious violation or pattern of violations of the Academic Integrity Code will result in the student’s expulsion of the Communication major or minor.
The School and the University is committed to the general principles of academic honesty that include and incorporate 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. By taking this course, students are expected to understand and abide by these principles. All submitted work for this course may be subject to an originality review as performed by TurnItIn technologies ( to find textual similarities with other Internet content or previously submitted student work. Students of this course retain the copyright of their own original work, and TurnItIn is not permitted to use student-submitted work for any other purpose than (a) performing an originality review of the work, and (b) including that work in the database against which it checks other student-submitted work.
This course requires you to read and re-present much material across various assignments. This process is rife with opportunities for plagiarism.
Plagiarism is a cardinal sin in academe, including within the Annenberg School. In this course, the penalties for plagiarism are substantial: “0” for the assignment in the first occurrence; a subsequent occurrence earns a grade of “F” in the course, plus possible recommendation for suspension from the Communication Management program. As students of the program, you must understand what constitutes plagiarism, and exercise scrupulous effort to avoid it.
Students with Disabilities
Students requesting academic accommodations based on a disability are required to register with Disability Services and Programs (DSP) each semester. A letter of verification for approved accommodations can be obtained from DSP when adequate documentation is filed. Please be sure this letter is delivered to the professor as early in the semester as possible. DSP is open Monday-Friday, 8:30 am -5:00 pm. The office is in the Student Union 301 and their phone number is (213) 740-0776.
Class Schedule
The following table indicates the topic, experiential activity, and assignment due dates. Then a list of the weekly readings is provided.
Module / Experiential Activity / Graded AssignmentsWeek 1 / Course Introduction & MBTI Exercise / Ideal Org Activity
Jan 9th
Week 2 / Brand You / Elevator Speeches / Possible Quiz
Jan 16th
Week 3 / Power and Influence in Organizations / Cooperation Communication Exercise / Possible Quiz
Jan 23rd
Week 4 / Group Decision Making I / Group Decision Making Exercise / Career Capital Introduction Draft
Due Jan 28th @ 11:59pm
Possible Quiz
Jan 30th
Week 5 / Group Decision making II / Potential Candidates for Informational Interview Assignment Due Feb 4th @ 11:59pm
Possible Quiz
Feb 6th
Week 6 / Communicating Financials / Case / Possible Quiz
Feb 13th
Week 7 / Field Work: Informational Interview
Feb 20th
Week 8 / Organizational Communication Challenge / Hi-Fli / Complete Career Capital Project Assignment
Due Feb 25th @ 11:59pm
Feb 27th
Week 9 / Sense Making in Organizations / Possible Quiz
Mar 6th
Week 10 / Spring Break
Week 11 / Leadership in Organizations / Leadout / Possible Quiz
Mar 20th
Week 12 / Persuasion in Organizations / Possible Quiz
Mar 27th
Week 13 / Shark Tank Exercise / Shark Tank Presentations Due during Class
April 3rd
Week 14 / Organization & Change / Meta-4 / Possible Quiz
Apr 10th
Week 15 / Emotional Intelligence / Complete Assessment Before Class / Simulation Paper Assignment Due April 15th @ Midnight
Apr 17th
Week 16 / Case Discussion: Apple
Apr 24th
Final / No in-class Meeting / Case Paper Assignment
Due May 3rd @ 2pm
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CMGT 501: Communication Pro-Seminar Tues 2pm
Spring 2018 (rev 20180107)
Week 1: Personality Types
Link to Myers Briggs Assessment:
Week 2: Brand You
Peters, T. (1997). The brand called you. Fast Company. Retrieve from
Lorsch, J. W. & Tierney, T. J. (2002). Aligning your star: Build a life not a resume. Harvard Business School.
Newport, C. (2012). So good they can’t ignore you. New York: Business Plus.
Chapters 1-7
Week 3: Power & Influence in Organizations
Lingo, L. L., & McGinn, K. (2007). Power and influence: Achieving your objectives in organizations. Boston, MA: Harvard Business School
Pfeffer, J. (2010). Power: why some people have it—and others don’t. New York: Harper Collins.
Chapter 2: The personal qualities that bring influence.**
Sozen, H. C. (2012). Social networks and power in organizations: A research on the roles and positions of the junior level secretaries in an organizational network, Personnel Review, 41(4), 487 – 512**
Burt, R. S. (2015). Reinforced structural holes, Social Networks, 43, 149-161, ISSN 0378-8733**
Week 4: Group Decision Making I
Henley, A, & Price, K. (2002). Want a better team? Foster a climate of fairness. Academy of Management Executive, 153-154**
Cialdini, R. (2007). How to get the best solutions from your team: Avoid two common decision-making traps that confront leaders. Boston, MA: Harvard Business School
Beebe, S. A., & Masterson, J. T. (2015). Communicating in small groups. Boston, MA: Peason.**
Week 5: Group Decision Making II
Poole, M. S. (2013). Structuration research on group communication, Management Communication Quarterly, 27(4), 607-614.**
Gersick, C. J. (2003). Time and transition in work teams: toward a new model of group development. In R. Y. Hirokawa, R. S. Cathcart, L. A. Samovar, & L. D. Henman (Eds.) Small Group Communication (59-75). Los Angeles, Roxbury.**
Edmondson, A. & Smith, D. (2006). Too hot to handle? How to manage relationship conflict, California Management Review, 49, 6-31. (Found on Harvard Business Review)
Week 6: Communicating Financials
Kaufman, J. (2012). The personal MBA. New York, NY: Portfolio/Penguin.
pp. 116-119 Pricing Uncertainty Principle, Four Pricing Methods
pp. 127-128 Three Universal Currencies (in Negotiation)
pp. 144-145 Value Stream
pp. 162-207 (Ch. 5) Finance
Pay particular attention to section 2 (p. 4), section 4 (p. 6-7).
Week 7: Field Research (No Readings)
Week 8: Hi-Fli Simulation
Eisenberg, E. M. & Goodall Jr., H. L. (2004). Organizational communication: Balancing creativity and constraint (4th ed.). New York, NY: Bedford/St. Martin.
Ch. 4: The systems perspective on organizations and communication**
Week 9: SensemakingOrganizing
Weick, K. E., & Sutcliffe, K. M. (2007). Managing the unexpected: Resilient performance in an age of uncertainty (2nd ed). Hoboken, NJ: Jossey-Bass.
Ch. 1: Managing the unexpected**
Weick, K. E. (1993). The collapse of sensemaking, Administrative Science Quarterly, 38(4), 628-652**
Week 10: Spring Break
Week 11: Leadership
George, W., Sims, P. McLean, A., Mayer, D., & Mayer D. (2007). Discovering your authentic leadership. Boston, MA: Harvard Business School
Bernhut, S. (2001). Managing the dream: Warren Bennis on leadership, Ivey Business Journal, 65(5), 36-41.**
Northouse, P. G. (2013). Leadership. Thousand Oaks, CA: Sage Publications.**
Ch. 9: Transformational Leadership
Thompson, G. & Glaso, L. (2015). Situational leadership theory: a test from three perspectives, Leadership & Organization Development Journal, 36(5),527-544.**
Week 12: Argumentation & Presentations
Clayton, J. (2008). Five quick ways to trim—and improve—business writing. Boston, MA: Harvard Business School.
Heath, C., & Heath, D. (2007). Made to stick. New York: Random House.
Optional Reading: The Public Speaking Project (n.d.). Public Speaking: The Virtual Text. Retrieved from
Week 13: Shark Tank Presentation (no assigned reading)
Week 14: Leadership & Organization
Kotter, J. P. (2007). Leading change: Why transformation efforts fail. Boston, MA: Harvard Business School.
Galbraith, J. (2014). Designing organizations: Strategy, structure, and process at the business unit and enterprise levels. San Francisco: Jersey-Boss. **
Chapter 3 required
Week 15: Emotional Intelligence
Bradberry, T., & Greaves, J. (2009). Emotional Intelligence 2.0. San Diego, CA: TalentSmart.
Be sure to complete the Assessment!
Week 16: The Apple Case
Isaacson, W. (2011). Steve Jobs. New York, NY: Simon & Schuster.