| 授業名 | Leadership & Organizational Behavior |
|---|---|
| Course Title | Leadership & Organizational Behavior |
| 担当教員 Instructor Name | Jawad Syed |
| コード Couse Code | GLP207_G20N |
| 授業形態 Class Type | 講義 Regular course |
| 単位 Credits | 2 |
| 言語 Language | EN |
| 学位 Degree | MSc in Management |
| 開講情報 Terms / Location | 2020 GSM Nagoya Fall |
授業の概要 Course Overview
Misson Statementとの関係性 / Connection to our Mission Statement
授業の目的（意義） / Importance of this course
This course aims to equip students with a broad understanding of leadership and
organizational behavior from an applied perspective. Theories will be introduced
with the support of case studies and organizational examples. A critical and
reflective perspective will be emphasized, inviting students to develop their own
judgement and broad decision making skills under complex situations. A special
emphasis will be given to the growing field of diversity conscious and responsible
leadership.
organizational behavior from an applied perspective. Theories will be introduced
with the support of case studies and organizational examples. A critical and
reflective perspective will be emphasized, inviting students to develop their own
judgement and broad decision making skills under complex situations. A special
emphasis will be given to the growing field of diversity conscious and responsible
leadership.
到達目標 / Achievement Goal
本授業の該当ラーニングゴール Learning Goals
*本学の教育ミッションを具現化する形で設定されています。
LG1 Critical Thinking
LG2 Diversity Awareness
LG3 Ethical Decision Making
LG4 Effective Communication
LG5 Executive Leadership (EMBA)
LG7 Global Perspective (GLP)
LG2 Diversity Awareness
LG3 Ethical Decision Making
LG4 Effective Communication
LG5 Executive Leadership (EMBA)
LG7 Global Perspective (GLP)
受講後得られる具体的スキルや知識 Learning Outcomes
Learning Outcomes
By the end of the course, you will be able to:
• Understand fundamental leadership and organizational behavior theories
• Use these theories to understand and resolve various organizational cases
from multiple angles
• Apply sound management judgement in complex situations and dilemmas
• Develop a self-awareness of your own personality and leadership styles.
By the end of the course, you will be able to:
• Understand fundamental leadership and organizational behavior theories
• Use these theories to understand and resolve various organizational cases
from multiple angles
• Apply sound management judgement in complex situations and dilemmas
• Develop a self-awareness of your own personality and leadership styles.
教育手法 Teaching Method
| 教育手法 Teaching Method | % of Course Time | |
|---|---|---|
| インプット型 Traditional | 35 % | |
| 参加者中心型 Participant-Centered Learning | ケースメソッド Case Method | 65 % |
| フィールドメソッド Field Method | 0 % | 合計 Total | 100 % |
事前学修と事後学修の内容、レポート、課題に対するフィードバック方法 Pre- and Post-Course Learning, Report, Feedback methods
Teaching Methods
Traditional - 30%
Case Method - 60%
Quizzes / Tests - 10%
Total 100%
Course Approach, Reports, Feedback Methods
• Traditional lectures
• Participant Centered Learning / Case Method
• Group Discussions
• Group Presentations
• Quizzes
The course is mainly based on participant centered learning with a “flipped
classroom” approach. This means that cases and readings and will be provided in
advance to allow ample time for class discussion and debate. A simulation/activity
and a guest speaker is also included in the course.
Traditional - 30%
Case Method - 60%
Quizzes / Tests - 10%
Total 100%
Course Approach, Reports, Feedback Methods
• Traditional lectures
• Participant Centered Learning / Case Method
• Group Discussions
• Group Presentations
• Quizzes
The course is mainly based on participant centered learning with a “flipped
classroom” approach. This means that cases and readings and will be provided in
advance to allow ample time for class discussion and debate. A simulation/activity
and a guest speaker is also included in the course.
授業スケジュール Course Schedule
第1日（Day1）
Day 1: Individual Differences, and PersonalityContents:
1.1 Valuing Individual Differences – MBTI - Activity - (Reading: Robbins & Judge - Chapter 5 – Personality and Values)
1.2 Personality and Perception - Industrial Chemicals, Inc. (A) – LUMS Case - (Reading: Robbins & Judge - Chapter 6 – Perception and Individual Decision Making)
Approach:
Case method, Activity, Class Discussion, Group Discussion, multidirectional discussions, Problem-finding and solving
第2日（Day2）
Day 2: Teams, Leadership Styles and 360 LeadershipContents:
2.1 Team Building and Team Roles - Desert Survival – Activity https://www.humansynergistics.com/change-solutions/change-solutions-for-groups-and-teams/team-building-simulations/desert-survival-situation
(Reading: Robbins & Judge - Chapter 9 - Foundations of Group Behavior; Chapter 10 Understanding Work Teams)
2.2 Leadership styles and 360◦ Leadership – Film Case (TBA) – (Reading: Robbins & Judge - Chapter 12 – Leadership; Goleman 1998 - What makes a leader - HBR)
Approach:
Case method, Class Discussion, Group Discussion, Problem-finding and solving, multidirectional discussions
第3日（Day3）
Day 3: Leadership, culture, diversity and valuesContents:
3.1 Leadership Crisis at Steelworks’ Xiamen Plant - Ivey Case (Reading: Syed & Kramar - Chapter 1 – Context-Specific Human Resource Management; Robbins & Judge - Chapter 12 – Leadership; Kotter 2011- What leaders really do, HBR)
3.2 Diversity, gender and backlash in the classroom case – LUMS Case (Reading: Syed & Kramar - Chapter 4 – Diversity Management in a Global Context; Victoria State Gov 2017 Dealing with backlash; Ruzbacky 2017 EEON - Engaging with the Backlash to Gender Equity)
3.3 Aligning organisational growth and core values at Akhuwat – LUMS Case (Reading: Robbins & Judge - Chapter 16 – Organizational Culture; Vanourek, B., & Vanourek, G. 2012. Triple crown leadership: Building excellent, ethical, and enduring organizations. McGraw-Hill; Waterman Jr, R. H., Peters, T. J., & Phillips, J. R. 1980. Structure is not organization. Business Horizons, 23(3), 14-26)
Approach:
Case method, Class Discussion, Group Discussion, Problem-finding and solving, Simulation
第4日（Day4）
Day 4: Power, politics and negotiationsContents:
4.1 Thomas Green – power and politics in organizations – HBS Case - (Reading: Robbins & Judge - Chapter 13 – Power and Politics)
4.2 Negotiation skills - Hansen Studio and Richard Star – LUMS Case plus Activity - (Reading: Robbins & Judge - Chapter 14 – Conflict and Negotiation; Sebenius, 2001, Six Habits of Merely Effective Negotiators, HBR)
4.3 Group Presentations
Approach:
Case method, Class Discussion, Group Discussion, Problem-finding and solving, Presentations
成績評価方法 Evaluation Criteria
*成績は下記該当項目を基に決定されます。
*クラス貢献度合計はコールドコールと授業内での挙手発言の合算値です。
• Active class participation and value addition to discussion and knowledge are expected and will be rewarded.
• At the end of each day, a short individual quiz will be provided to evaluate the key learnings of the course at that point.
• The in-class presentation is based on a team analysis of the key learnings and applicable takeaways from the course. Students should prepare and present during the last day. Teams will be formed in the first day.
• Peer assessment will be based on the evaluation of team presentation (to be completed on the last day).
*クラス貢献度合計はコールドコールと授業内での挙手発言の合算値です。
| 講師用内規準拠 Method of Assessment | Weights |
|---|---|
| コールドコール Cold Call | 10 % |
| 授業内での挙手発言 Class Contribution | 40 % |
| クラス貢献度合計 Class Contribution Total | 50 % |
| 予習レポート Preparation Report | 0 % |
| 小テスト Quizzes / Tests | 20 % |
| シミュレーション成績 Simulation | 10 % |
| ケース試験 Case Exam | 0 % |
| 最終レポート Final Report | 0 % |
| 期末試験 Final Exam | 0 % |
| 参加者による相互評価 Peer Assessment | 20 % |
| 合計 Total | 100 % |
評価の留意事項 Notes on Evaluation Criteria
Note on Grading• Active class participation and value addition to discussion and knowledge are expected and will be rewarded.
• At the end of each day, a short individual quiz will be provided to evaluate the key learnings of the course at that point.
• The in-class presentation is based on a team analysis of the key learnings and applicable takeaways from the course. Students should prepare and present during the last day. Teams will be formed in the first day.
• Peer assessment will be based on the evaluation of team presentation (to be completed on the last day).
教科書 Textbook
- Robbins, S. & Judge, T「Organizational Behavior」Global Edition（2016）9781292146317
- Syed, J. & Kramar, R. (Eds)「Human Resource Management: A Global and Critical Perspective」Palgrave Macmillan（2017）9781137521637
参考文献・資料 Additional Readings and Resource
-
授業調査に対するコメント Comment on Course Evaluation
-
担当教員のプロフィール About the Instructor
Jawad Syed, PhD, FAHRI, is Professor of Organizational Behavior and Leadership at the Suleman Dawood School of Business (AACSB accredited), Lahore University of Management Sciences (LUMS). His main research interests include human resource management, diversity management, organizational knowledge, leadership, and business ethics. Prior to LUMS, he worked at the University of Kent as a Reader during 2007-14 and University of Huddersfield as a Professor during 2014-16.
Professor Syed obtained his PhD in Business from Macquarie University and completed a Postgraduate Certificate in Higher Education at the University of Kent. He received Master of International Business from the Western Sydney University. He also attended Institute for Management and Leadership in Education (MLE) at the Harvard University Graduate School of Education, and Global Colloquium for Participant Centered Learning at Harvard Business School (HBS).
Professor Syed is a Co-Chair of European Academy of Management’s (EURAM) Gender, Race, and Diversity in Organizations (GRDO) Special Interest Group. He is a director of the Global Centre for Equality and Human Rights (GCEHR) and coordinator of the South Asian Academy of Management (SAAM). In academic leadership roles, he has served as Dean of the Suleman Dawood School of Business (AACSB accredited), Head of People, Management and Organizations group (University of Kent), and Director of Talent, Diversity and Development Research Group (University of Huddersfield).
Professor Syed has edited and authored eight books and written more than 85 journal articles and book chapters, including his articles in Human Relations, British Journal of Management, Business Ethics Quarterly, Human Resource Management Journal, Management Learning, and Gender, Work & Organization. His books include: China’s Belt and Road Initiative in a Global Context (Springer), Human Resource Management: A Global and Critical Perspective (Palgrave Macmillan), The Palgrave Handbook of Knowledge Management (Palgrave Macmillan), Managing Diversity and Inclusion: An International Perspective (Sage), Employee Motivation in Saudi Arabia: An Investigation into the Higher Education Sector (Palgrave Macmillan), Religious Diversity in the Workplace (Cambridge), Managing Gender Diversity in Asia: A Research Companion (Edward Elgar), and Managing Cultural Diversity in Asia: A Research Companion (Edward Elgar).