Leadership &Strategic Management

CONTACT INFORMATIONWebsite: ManfredJantzen.Com (For All Class Information)

Cell: 684-3310 (7-9:00 am every day)

Course ContentIn today’s world, the real challenge of leadership and management is coping with and even using unpredictability, clashing with counter-cultures, contention, conflict and inconsistency. This real-life instability is reflected in the dynamics of the organization within the context of a changing society and volatile global markets. The focus of this course is on (1) Solution Leadership, (2) Strategic

Management and (3) Strategic Interventions. This Course covers a wide range of topics to help leaders and executives of private and public enterprises find solutions to achieve and sustain a high performance, globally competitive, professional enterprise in a One-World-Information-Space using strategies for competitiveness, growth, development and institutional alignment.

This course explores complex enterprise dynamics including strategies and performance, leadership & management competence, and professional & employee’s behaviour challenges created by a dynamic, unpredictable, and increasingly complex world.

Course ObjectivesCourse Objectives include the following solution leadership & management topics and associated challenges: (1) Exploring the Information Frontier – Dynamics of One-World-Information-Space; (2) Learning Complex Thinking – Understanding the Complex Adaptive Human Enterprise; (3) Leading Strategic Interventions –Applying Execution Approaches & Strategic Decisions-Making(4) Understanding Survival Cultures – Exploring Programmed Performance & Distorted Development(5) Managing High Performance Space - Managing Sustainable Performance & Dynamic Enterprise Space

Course ActivitiesThis course uses PowerPoint guided lectures, outside contributors, in-class group activities & internet research. It draws on student’s work experience

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and incorporate extensive examples of current real-world organizational situations. Students work as teams (4 to 5 members) on research project and present them

in both written and oral form.(1) Students will form project teams, (2) apply intervention methodologies, (3) use business & management knowledge to promote organizational change and transformation to achieve a high performance enterprise.

Course Evaluation60 % Final Examination

Generally the Final will include a Team Project question, 2 Short essay questions, 5 Concepts

40 % Course Work (For detail on projects See Website) ……………………Due

15% Team Research Project - Presentation and Research paper Session # 12

25% “Quality” Participation & Assignments consists of:10% Team Leadership Research Project (5-7 pages plus Ppt)

Session #7 7% Team Case Study Presentation (PowerPoint Only)

Session #95% Individual Take-home Review ‘Test’ (20 Concepts covering the

course) Session #123% Participation, On-Time Assignments, & Mandatory

Attendance

Course Reading & SourcesManfred D. Jantzen, Ph.D. (2014) Solution Leadership in Developing Countries, Organizational Interventions in a One-World-Information-Space, FPL 2014. This is the text for the course. Made available.The course assumes prior basic knowledge of various business fields and expertise. Depending on the student’s background we strongly recommend to have access to texts on General Management, Project Management, Organizational Behaviour, Organizational Development, HR, Marketing, and International Economy.The Global Competitiveness Report 2014 – Internet. Must read methodology and T&T and Caribbean Standing.

Team Case Study Project2

Choice (PowerPoint Only Presentation one person from each team, less than 8 slides)

1. Going International or Bust (See Text)2. Law, Economic Policy, and Private Enterprise (See Text)3. Distorted Development – Gold Pot Society (See Text)4. Ethical Dilemmas (See Website)

CONTENT OUTLINEStructured for 12 Sessions

MODULE I ONE-WORLD-INFORMATION-SPACEInformation Frontier Space & Complex Thinking, Strategic Interventions, Organizational Structure SpaceLiving in the Frontier World

Orientation & Overview5 Sessions Teams & Project Assignments

Appendix 12 Current Measures of Competitiveness p.193

Exploring the Information Frontier Frontier World (1)

Glocalization, Paradigm Power, Science –Technology, Human Tectonics

Information Power (2)Information Resource, Adaptation Dynamics, Global Issues, Claim I-Space

Learning Complex Thinking Complex Human Enterprise (3)

Complex Systems, Complex Open Enterprise – CASE, Complex Dynamic Structures

Complex Thinking (4)Types of Thinking, Linear Thinking (Flaws), Assessment

Leading Strategic Interventions Execution Approach (5)

Intervention Management Approaches (CASE - Solution Execution Approach, Performance Mgmt Approach

Business Culture Approach, Project Mgmt. Approach, Performance Measures

Intervention Planning (6)Managing Intervention- Preparation, Strategic Planning-

Futuring, Enterprise Diagnostics, Action Guide. Strategic Management (7)

Strategy Dynamics, Strategy Performance Space Matrix, Transformational Growth & Strategic Decisions, Practicum & Dissertation Research (part of Ch.9) Organization Structure Space (12)

Environment – Information Conscious Enterprise - T Type Performance Behaviour

MODULE II CULTURE MATTERSCulture Power & Programmed Mind-sets, Leadership Competence & Distorted Development

3 Sessions Understanding Survival Cultures & Programmed Performance

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Culture Power (8)Enterprise Performance Structures, Different Societal Cultures,

Bureaucratic State Culture, Dysfunctional Organizational Cultures – Shadow Organization, Personal Relationship Network (PRN-PG)

Programmed Mind-Sets (9)Programmed Leadership Behaviour – 4 C’s, Programmed Mind-sets –

TUMMs, Research Mind-set & Approach Leadership Competence (10)

Programmatic Leadership Development - Competencies, Leadership – Values & Ethics, Emotional Intelligence

MODULE III ……… SUSTAINABLE PERFORMANCE Structure, Process, Relationship, Knowledge &

Governance Space3 Sessions Managing High Performance Space

Operation Process Space (13)Process Innovation Propelled Enterprise – Managing Performance Processes (Core & Support), Process Intervention Matrix & Solutions

Market Relationship Space (14)Customer Value Obsessed Enterprise – New Market Space, Market Relationship Network, Info-factured Information Package & Global Customer.

Knowledge Space (15)Competence-Knowledge Invested Enterprise – Knowledge Management, Organizational Capital.

Governance Space (16)Institutions - Public Service Alignment Approach – Elitist Power, Public Service Performance, Strategic Alignment, Policy Execution Gaps.

MODULE IV ……… TEAM PROJECT PRESENTATIONS1 Session

Leadership ChallengesFor Solution Leadership in Developing Countries

I. Development Challenge “In Developing Countries What Is The Development Challenge?

Solution leaders in developing countries face the dual challenge of meeting global performance standards while

developing the necessary supporting soft and hard infrastructure. They must achieve sustainable performance

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through innovative competitiveness, transformational growth, inclusive and equitable development and

institutional and government alignment in one-world-information-space. (SECTION I)

II. Knowledge Challenge “In Developing Countries What Is The Knowledge Challenge?

“Solution leaders in developing countries must frequently develop new insights and solutions to problems

unique to their countries and organizations A solution leader with a professional mind-set identifies a concept

(Knowledge Research), locates it in an appropriate context (Knowledge Transfer) and allows a new content to

emerge (Knowledge Creation) and through competent communication (Knowledge Sharing) achieves solutions

through complex thinking, using a multi-disciplinary approach (Solution Execution Approach).”(SECTIONS II & III)

III. Culture Challenge In Developing Countries What Is The Culture Challenge?

When inefficiency and ineffectiveness become major sources of power, position and profit, a nation is on the

path of distorted political and economic development. In such society, the ruling elite as an anti-growth

coalition condemns its citizens to institutional dependency and the nation to a survival society. Solution leaders

re-program the survival society with its addictive and corruptive performance to a growth culture. (SECTION IV)

IV. Performance Challenge In Developing Countries What Is The High Performance Challenge?

Solution Leaders in developing countries possess a strategic mind-set, a professional, knowledge driven mind-set,

capable of conceptualizing, planning, and executing strategies in a highly turbulent one-world-information-

space. Solution leaders understand dynamic strategic management to create ‘islands of stability in a sea of

change’ and manage high performance space through appropriate organizational interventions.” (SECTION V)

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Team Projects National Development

Briefly define your selected Team Project as (1) National Development Project (2) New Growth Initiative Project, and (3) Improving a National Competitiveness Project.

1) National Development Project National Infrastructure and/or Sector Developmento Energy Sector, Agriculture, Tourism, Infra-structure /Construction,

Education etc2) New Growth Initiative Project

o Select Existing Private enterprise For Innovation Driven Growtho Developing new markets and/or new product

3) Improving National Competitiveness Project o Based on 12 Pillars of Global Competiveness Indexo Select specific categories that must be improved in TnT to become

more Competitive)(Must include improvement in Innovativeness)

What development framework, concepts, theories, “tools” or approach did your team use?

What are the challenges encountered in providing a solution to your development project?

What research was required for your project? What are your solutions, findings?

1. Contextual Challenges Discussion1) Risk Environment - Global, Regional, Local

o Review Current State o Assess Risk in Development

2) Sustainable Development Challengeso Leadership, Culture, Infrastructure and Resource Baseo Investment , Job Creation and Societal Inclusiveness

2. Research Dimensions and Approaches1) Literature Review on Project (including part 2 and 3)2) Use of existing Quantitative Data3) Use/develop Surveys and Interviews4) Use Solution Execution Approach (Jantzen)

Team Project Requirements1) Choose one of the three Project types, must address points 2,3 and 42) Ppt Team Project Presentation (last day of Semester)- Hand-Out3) Written formal research paper ca. 12-15 pages plus appropriate appendices

(last day of Semester)4) Individual Contribution Declaration by each team member (1/2 page)

discussed by the whole team5) Value of Project 25% out of 40% for course work

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See Text Ch.7 (see Global Competitiveness Index Methodology)

Team ProjectGovernment Performance Research (GPR)

Public Service ProjectThis team research project focuses on Government Performance in general and on a Ministry’s performance challenges in particular.

THIS PROJECT CONSISTS OF THREE PARTS: 1. Team Discussion and Research on Government Performance

Using the Government Performance Process Framework (see text) identify and evaluate the government ‘performance gaps’ and offer solutions for at least three (3) major Government Performance Gaps. Identify critical government performance gaps, show your understanding

and offer some brief preliminary solutions. Do a literature review of government performance challenges. This

review of existing ‘expertise’ of your selected government performance issues helps you to understand and find a solution framework. Other governments around the world have similar problems and research has been done. Find it.

2. Critical review of the strategic plans of the Ministries in your Team (This part can be done together with part (1).) Discuss the strategic plans from all the ministries in your team. What are the

critical issues – similarities and differences? Summarize. How does each Ministry through its strategic plan address specific

growth/development initiatives as part of the 7 pillars? (If not in the strategic plan than where in the ministry?) Summarize.

Evaluate the various ministries’ strategic plans in terms of policies, priorities, programmes and project planning and execution with measurable output, outcome and developmental impact. What are the Performance –Execution Challenges? Be specific. Summarize.

3. Apply the Government Performance Process Framework to One Ministry. (See Note)

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Select one ministry, what are the critical performance gaps. Identify them and provide general solutions. Use the IUDIE solution approach.

Select ONE performance gap and provide a realistic action plan for your solutions. Address Critical Success Factors that must be overcome to execute your action plan.

NoteThis is formal research paper with proper format. As a team/group, present this project in an oral and written form at the last session of the semester. The team research paper should be at least 15 -20 pages plus addendums with

bibliography. The team will select to members who will give a PowerPoint presentation not to exceed

10 minutes with 5 minutes of team support discussion. The class will take part in the evaluation of the team presentation.

Team ProjectProject Intervention

Transformative Change Project: A Life Case StudyUsing key concepts of the Project Management cycle (of defining, planning, implementing, executing & controlling and learning ), combining the technical application with a more traditional strategic management approach address a transformative organizational ‘change issue’ and present a solution execution agenda.

1. Team Discussion and Research - Understanding Organizational InterventionsUse the Solution Execution Approach as guide to your intervention. Select and focus on ONE organization (a hybrid is a allowed.) As part of the learning process, each individual should assess their own

organization and in team discussion compare the similarities and differences. Account for the causes/reasons for these differences. What is the experience of previous interventions?

Do a brief literature review of project leadership, project interventions, and the transformative issues in the organizations.

A summary of your findings from your discussion and the literature review serve as your Introduction to Questions 2 and 3 of this Research Paper

2. High Performance Enterprise –Planning and Organizing In this exercise, Be a Project Leader and Manager. Choose and address a major organizational change issue/activity that would transform the organization (chosen by the team) into a high performance, value driven, knowledge invested, innovation propelled, and environment conscious, learning enterprise.

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What does your team need to ‘know ’ about the organization, about the industry, about the general environment? Use interviews, surveys and any quantitative data that supports your intervention. What are the organizational challenges, project challenges and team challenges. What is the role of project leadership including teams in such transformation effort?

3. Solution Execution – Action Plan Implementing, executing and evaluatingDevelop an action plan for real life execution. Use a project management approach at least in part. Specifically, your team project should choose and align (redesign) a critical ‘core process’ that would help the organization to transform to a high performance future focused high performance organization. What are the Critical Success Factors that would make your intervention successful?

4. What are the Lessons Learnt?

NoteThis is formal research paper with proper format. As a team/group, present this project in an oral and written form at the end of the semester. The research paper should be at least 15 -20 pages plus addendums with bibliography.Your selected project coordinator will present a PowerPoint presentation not to exceed 10 minutes with 5 minutes of team support discussion. The class will take part in the evaluation of the team presentation.

Team ProjectSolution Leadership

The Solution Leader Research should apply leadership models, concepts, and insights from lectures, course text, and at least (2) two books on leadership but also include other additional sources. The research should focus on profiling & evaluating the solution leadership style and effectiveness of the selected leaders in executing solutions to transformative global, regional and/ or local challenges.

Please follow the guidelines below:1. Discuss solution leadership and focus on (2) two leaders from the past or

present from outside of TnT and one (2) past or present leaders from TnT. Selected solution leaders should include political, business and civil society leaders, preferably one from each group.

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What made them high performance solution leaders? Identify and show your understanding of the ‘models, concepts and insights’. What made them successful solution leaders? What can we learn from these leaders on how to become a solution leader?

2. How do the organizational leaders of your organizations (members of your team) compare and contrast with the above leaders?

Evaluate their performance in achieving a high performance, globally competitive professional enterprise. (Do not be personal but rather be evaluative in a professional manner).

3. In the current environment, what ‘kind of leader’, leadership and management style can achieve a High Performance Enterprise (public or private).

Note: 1. Please do not spend much time on the biographical background, focus on what

they achieved and how they did it – solution execution.2. In addition, it must include a PowerPoint presentation limited to no more

than (8) slides for presentation. 3. Only two person will present for each team

Does not apply to your assignment – Only if so instructedThis is a formal research project although limited in scope and time, and must be treated as such. Use a standard format. Please cite sources used. The research paper should be between (7) seven to (10) ten pages.

Team Project Six Ethical Dilemmas

Case # I: The Case of the Hiring Decision Sheldon Laube was the chairman and CEO of a high-tech start-up company base in Santa Clara, California. He was struggling to produce his product, win customers, and most important, attract increased funding from venture capitalists are investors. A key to his strategy was to recruit the best and brightest people for every available position, and that's just what he thought he had done. The company

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ha made a verbal offer to someone whom everyone in the company thought was a outstanding candidate for a position that was critical to their expansion plan Then, before the person could accept the offer, a contender with truly dazzling credentials submitted a resume. Laube had the chance to grab a true superstar for his a, but he couldn't afford to hire both people. His managers wanted him to rescind the first offer so that they could bring the superstar on board.

If you were Laube, what would you do? Would you hire the candidate to whom have already made an offer, or would you rescind the offer and hire the genuine superstar your company desperately needs?

Case #2: The Case of the Consultant's Report May 1991, a group of executives from a military defense contractor attended a

meeting with U.S. Navy representatives and a private consultant hired by the navy. e purpose of the meeting was to discuss the contractor's work on an existing contract. The meeting was held in a conference room at the company's headquarters and concluded amicably and uneventfully as scheduled at 5:00 P.M.

The following morning, while cleaning the conference room, a maintenance ,rker discovered that the navy's consultant had accidentally left behind an envelope marked "Business Sensitive." The worker passed the envelope along to his ;s, who examined the contents and quickly passed it along to his boss. Within a v hours, the envelope was deposited on the desk of the defense contractor's ~O. By now it was obvious that the envelope the consultant had inadvertently left behind contained extremely valuable information. At that time, the defense contractor was in a bidding war with a competitor for additional defense-department business. The consultant's envelope contained a complete analysis of the cost structures of both the defense contractor and its competitor. The CEO was aware Lt a federal law, the Procurement Integrity Act, required contractors bidding for government contracts to certify that they had never possessed proprietary information. He was also aware that the information contained in the envelope before him would be extremely helpful in bidding against his competitor.

If you were the CEO, what would you do with the envelope?

Case #3: The Case of the Trapped Truck Driver A state trooper, driving his normal route on a remote and lonely state highway,

rounded a curve to discover that an accident had occurred. A flat-bed truck loaded with steel beams had run off the road, slammed into a tree, and caught fire. As the trooper got out of his car and approached the wreck, he could see that the driver was still alive. He could also see that the load of steel, which had broken loose on impact, had driven through the back of the cab and hopelessly pinned the driver inside. The trooper knew that he could not free the driver by himself, and he knew that the growing fire would reach the victim long before help could arrive. Then the trooper heard the trucker scream, "Shoot me!" He begged again, "Please, shoot me!"

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The trooper stood still for a moment, then slowly reached for his service revolver. He paused and reconsidered as the driver continued to plead, .'Shoot me! Please, shoot me!"3

If you were the trooper, what would you do?

Case #4: The Case of Maiden Mills On the night of December 11, 1995, an explosion at the Malden Mills factory in Lawrence, Massachusetts, destroyed the plant and injured 25 workers. Fourteen hundred of the plant's 3,000 employees were put out of work two weeks before Christmas.

Malden Mills was a family-owned business, founded in 1906, and it was one of the few remaining textile mills in New England. It survived by shunning low. margin commodity fabrics in favor of producing high-quality synthetic fabrics for outdoor clothing sold by companies like Patagonia, L.L. Bean, and Eddie Bauer, The company had invented and patented special high-tech equipment to produce the fabric, and its workers had been trained in the special skills required to operate the equipment and produce the product while maintaining tight tolerances for quality. Malden Mills employees were the highest-paid textile workers in the country The morning after the fire, Aaron Feurstein, president and majority owner of the company, faced two options. He could collect $100 million in insurance, close the factory, and rebuild in a Third World country where labor costs would be cheaper, or he could rebuild in Lawrence.4

If you were Feurstein, what would you do?

Case #5: The Case of River BlindnessRiver blindness is a horrible disease that afflicts millions of people living along the riverbanks of the remote tropical regions of Africa and Latin America. In his presentation of this case, Manuel Velasquez describes river blindness this way:

The disease is caused by a tiny parasitic worm that is passed from person to person by the bite of the black fly which breeds in river waters. The tiny worms burrow under a person's skin where they grow as long as two feet curled up inside ugly round nodules half an inch to an inch in diameter.

Inside the nodules the worms reproduce by releasing millions of microscopic offspring called microfilaria that wiggle their way throughout the body moving beneath the skin, discoloring it as they migrate, and causing lesions and such intense itching that victims sometimes commit suicide. Eventually, the microfilaria invade the eyes and gradually blind the victim.5

In 1979 a research scientist at a leading U.S. drug company discovered that the drug Ivermectin, developed by his company and marketed for animals, might kill the microfilaria. Further investigation by company scientists led them to conclude that a human version of the drug might offer a low-cost, safe, and effective cure for the dreaded disease, and they recommended to the chairman of

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the drug company that they proceed with development. Other managers argued that the company could not afford to develop the drug for the following reasons: At a time when the company was experiencing increased competition, it should

not spend the estimated $100 million required to develop the drug. Because the victims were so poor, it was unlikely that the company could ever

sell the drug for enough to recover the costs of development. Even if the drug could be developed, distributing the drug would be almost

impossible because the victims lived in remote areas with no access to doctors, hospitals, or pharmacies.

There was a heightened risk of harmful side affects if the drug was used without qualified medical supervision, as it might be in an undeveloped nation.

If a cheap human version of the drug was developed, it might be sold on the black market, thus undermining sales of the animal version of the drug.6 If you were the chairman, would you authorize your scientists to proceed with

development of the

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