1 Syllabus for The Essence of Enterprise (BUS 4610) and Leading at the Edge (BUS 4615) DANIELS COLLEGE OF B US INESS MISSION STATEMENT The mission of the Daniels College of Business is to foster Enlightened Practice, Professional Achievement and a Commitment to Community among those engaged in management and the business professions. As an institution that emphasizes the scholarship of teaching, our mission is achieved through programs that recognize the diversity of a global economy and embrace: Knowledge and technical ability Interpersonal skills and intercultural understanding Ethically based leadership and social responsibility Our mission is represented through the icon: The mission of The Daniels Compass is to inspire students to take responsibility, as citizens and professionals, and to make a positive difference now and for future generations in the workplace, the marketplace and the communities in which they live and work. A great pri vate institution dedicated to the public good. DU ESSENCE OF ENTERPRISE ―The beginning of the bottom line‖ The purpose of the Essence of Enterprise is to increase perspective and understanding of the role and functions of business in a global society as part of a dynamic integrated set of systems designed to create value —financial, social, and environmental—for all stakeholders. LEADING AT THE EDGE ―Know you, know how‖ The purpose of Leading at the Edge is to provide a high impact experiential learning practice field to enhance development of a set of portable skills—values based leadership, teamwork, critical thinking, entrepreneurial spirit, self-awareness—needed to navigate an uncertain but high opportunity future, both personally and professionally. BUS 4610/4615 - Autumn/2008 Section 1 – M/W 2-3:50 PM PROFESSORS Ruth Jebe Chris Hughen Office: Daniels 691 Office: Daniels 567 Email: email@example.com Email: firstname.lastname@example.org Office Phone: 303-871-3148 Office Phone: 303-871-4526 Office Hours: MTW 12-2 and by appt. Office Hours: MW 3:50-5:50 and Tues 9-11 EXPECTATIONS/POLICIES Daniels College of Business Code of Academic Integrity – http://www.daniels.du.edu/pdf/code_of_academic_integrity.pdf University of Denver Honor Code - http://www.du.edu/ccs/honorcode.html Communication The standard method of communicating official information from the Daniels College of Business to its students is the University‘s electronic mail (e- mail) system. Students with Disabilities If you have a disability protected under the Americans with Disabilities Act (ADA) and Section 504 of the Rehabilitation Act and need to request accommodations, please speak with me privately and schedule an appointment with the Disability Services Program (DSP). DSP is located in The Center below the bookstore in Driscoll South – phone 303-871-2455. Performance Assessment The Daniels College of Business may use assessment tools in this course and other courses for evaluation. Educational Assessment is defined as the systematic collection, interpretation, and use of information about student characteristics, educational environments, learning outcomes and client satisfaction to improve program effectiveness, student performance and professional success. Required Course Materials: 1. Course readings posted in Blackboard 2. The Executive’s Compass, by James O’Toole (available in the DU bookstore) 3. Executive Log (blank) (available in the DU bookstore) Business news articles throughout the entire quarter Materials distributed in class and other materials as assigned Optional Text/Readings: The Economist, Fast Company, Business Week, Fortune, Wall Street Journal, Etc. COURSE DESCRIPTION Beyond Grey Pinstripes: In the Essence of Enterprise and Leading at the Edge, students will explore three fundamental perspectives that are interrelated and essential to creating real value, both long and shorter term, for the enterprise. In the course of this exploration, a variety of interdisciplinary themes will be explicitly addressed and related to the core functions of business and enterprise management. Examples of such topics to be explored are: The opportunities at the bottom of the Pyramid, Socially Responsible Investing, Environmental Management, Sustainability, Triple Bottom Line, Leadership, Business History, Community Development, and Social Entrepreneurship. COURSE PURPOSE The Essence of Ente rprise (4 credits) and Leading at the Edge (2 credits) Students will gain three fundamental perspectives during these first two portal courses: Personal, Community, and Enterprise Personal (Essence) Students will learn to take personal responsibility as they build new skills including self-awareness, cooperation, respect, creative problem solving, innovation, and empathy. Through metaphor and experience, the courses are designed to bond the cohorts to each other, increase personal and team-oriented skills, and enhance self-confidence to succeed under difficult and changing conditions. At the end of the quarter students will understand the role of the individual and professional as they grow into the larger perspective of the community and the enterprise. Systems/Context/Community This course connects values, globalization, and innovation themes through a mix of classroom and outdoor experiential learning formats. The course is the application complement to The Essence of Enterprise. Using the experiences and accomplishments of the 10 th Mountain Division as a metaphor for values-based leadership, innovation, teamwork, and global perspective, the Edge builds a foundation of learning at Daniels through a series of intensive outdoor leadership and team building exercises. Examples of skills and values that come into play include cooperation, respect, creative problem solving, innovation, and empathy. Through metaphor and experience, the course is designed to bond the cohorts to each other, increase personal and team-oriented skills, and enhance self confidence to succeed under difficult and changing conditions. In Leading at the Edge, Dennis Perkins‘ book about Shackleton‘s Antarctic expedition, ten principles are put forward that characterize triumph in situations at ―the edge.‖ These p rinciples were present in the 10th Mountain Division, and they are the principles we adhere to in this course and throughout your time with The Compass. 1. Never lose sight of your ultimate goal. 2. Set a personal example with visible, memorable symbols, and personal behavior. 3. Instill optimism and self- confidence, grounded in reality. 4. Take care of yourself, maintain stamina and let go of guilt. 5. Reinforce the team—we are one. 6. Minimize differences; insist on courtesy and mutual respect. 7. Master conflict. 8. Find something to celebrate, to laugh about. 9. Be willing to take the Big Risk. 10. Never give up—there is always another move. The Essence of Enterprise/Leading at the Edge Section 1 Autumn 2008 3 Enterprise - What Ente rprise IS, What Enterprise DOES (Essence) In today‘s economy, the purpose of ‗enterprise‘ is changing in response to different pressures. More and more, we see questions regarding business organizations, their size and structure, while at the same time we see not- for-profit efforts organizing in the same types of entity as business has assumed, with much the same goal. Then there is the question of where the enterprise goes from here? If the reason for the firm being organized is to counteract the ‗transactions costs‘ and cost of externalities of not so organizing, does that analysis extend outside of the firm itself? This idea allows for a discussion of the Commons and can build from there. COURSE DESIGN The Essence of Ente rprise The design of this course is based on two different kinds of learning environments, both of which require intellectual rigor and acceptance of personal responsibility for both oneself and for your team. Oxford Engage ments : The class will be divided into teams of five. Each week, teams will be given an extensive series of readings on one of three broad subjects—personal/professional, enterprise/organizations, or community/environments. One or more times a week, each group of five will meet with the professor to discuss the readings in terms of content, meaning, application, and synthesis. Grand Rounds: The concept of the Grand Rounds comes out of the medical profession. When a subject is deemed of such importance that everyone needs to hear the information from one voice, a Grand Round is called for everyone to attend. We will have three Grand Rounds during the quarter, one related to each of the three broad subjects looked at in the Oxford Engagements. Please see the Course Calendar for dates of the Grand Rounds. Following the Grand Round, the second class period of the week will be conducted by the class instructor, and the topic will be explored in more depth. Edge Weekend: Students will engage in a three-day intensive ―boot camp‖ experience focused on building individual and team skills and understanding the relationships of different kinds of systems designs— environmental, social, economic—to creating opportunities and finding innovative solutions to identified challenges. This experience will take place at The Nature Place, located outside of Florissant, Colorado. The dates for your Edge weekend are given in the Course Calendar. Leading at the Edge The design of this course focuses on experiential learning and is a complement to the intellectual foundation established in The Essence of Enterprise. In your Oxford teams, you will complete the Community Capital Project. The project requires that you take three excursions (using public transportation), explore community capital ―gaps,‖ and identify the gap you feel is most compelling. Deliverables for this assignment include a written report, and a presentation during the Community Capital Fair on November 14. You will learn more detail on this assignment by accessing the instructions posted on Blackboard LEARNING/DEVELOPMENT OUTCOMES The Essence of Ente rprise For students to understand the relationship between different systems, such as economic, social, and environmental systems, and how they are interdependent. For students to reflect on the historical similarities and differences in how the business sector and its leaders have operated and what this is likely to mean for their professional careers. For students to evaluate the role of values in business success and failure at both the organizational and personal leadership level. For students to demonstrate their understanding of the holistic working of an enterprise. For students to demonstrate the interrelationship of government, civil society, and business sectors in defining the success and failure of enterprises. For students to be able to describe what is meant by globalization and the basic principles by which a global enterprise must operate. Leading at the Edge For students to develop a foundation of self-awareness and self-discovery for both their personal and professional lives. For students to develop the skills to work and make decisions under stress and in crisis. For students to develop personal responsibility for learning. For students to identify the relationship between systems designs and the concepts of innovation, creativity, and entrepreneurship. For students to enhance their ability to work effectively and synergistically in teams. Building Blocks of Business Cognitive Thought*: The learning experience for this course fits into a hierarchy like this: 1. Knowledge: Recall Essence and Edge readings to help identify problems in the real world. 2. Comprehension: Create a team based learning environment that encourages openness, creativity, resourcefulness, and evidence-based strategic thinking. 3. Application: Demonstrate a foundation of values based leadership skills, tools, and frameworks for use in other DCB courses and for career advancement. 4. Analysis: Evaluate and analyze course material and apply to critical thinking skills and use those skills to solve real business problems and course projects. 5. Synthesis: Apply the tools and frameworks learned in The Essence of Enterprise and Leading at the Edge to new projects and new environments outside the classroom. 6. Evaluation: Evaluate and apply the necessary tools and frameworks for crafting effective business strategies to pursue attractive market opportunities through sustainable competitive advantage, drawing on the analytical tools and frameworks. *Modified from Benjamin Bloom‘s Taxonomy of Educational Objectives The Essence of Enterprise/Leading at the Edge Section 1 Autumn 2008 5 GRADING Grade Distribution and Weighting Final grades will be based on the following distribution and weighting: LEADING AT THE EDGE % of Edge Grade Community Capital Trade Show 50% - team grade Community Capital Gap Report 50% - team grade TOTAL POINTS 100 THE ESSENCE OF ENTERPRISE % of Essence Grade Personal reflection & Leadership development plan 20% - individual grade Participation 10% - individual grade •Failure to actively engage in the experiential elements of the course will result in a failing grade for 4610. •Attendance and active participation during the in-class sessions. •Executive log - Your Executive Log will be graded on a pass/fail basis at the end of the quarter. Oxford Engage ments 40% - individual grade Writing for Change Letter 15% - individual grade Final Essay 15% - individual grade TOTAL POINTS 100 Grade Scale The typical mean grade in these courses is approximately "B+" although course grades for individual students may range from "F" [failure] to "A" [outstanding achievement], as indicated in the DCB Handbook. The grade scale follows: 94-100 =A 90-93.99 = A- 87-89.99 = B+ 84-86.99 =B 80-83.99 = B- 75-79.99 = C+ 72-74.99 =C As in the Business world, grading is contribution based, - where all assignments start with zero (0%), and potentially build up to 100% - "Consistently Far Exceeds Expectations". Participation in the Course Leadership is a contact sport. Missing classes and Oxford Engagements will affect your grade! If you are unable to attend a session, please inform the professor before the session by email (preferable) or voicemail. (Notification of an absence is just good protocol and does not by itself affect the grade either way.) Grading Criteria: Participation Evaluation will be based primarily upon these factors: 1) Actively listening when others are speaking during classes and Oxford Engagements. 2) Actively and supportively considering what other people say. 3) Actively expressing your ideas when you can add to class dialogues. 4) Actively and openly participating in class exercises. All Written Assignments – Please be sure that all written work is double-spaced and uses 12 point font Submission of work: Your Personal Reflection paper and Writing fo r Change letter must be submitted through the Digital Dropbox Your CCP gap report will be created in your CCP Blackboard container No late work will be accepted (absent a true emergency). Watch your deadlines and submit appropriately! COURSE SCHEDULE Monday Wednesday Week 1 September 8: Class September 10: Class Welcome! Team formation Q&A on Syllabus CCP introduction Week 2 September 15 – Personal/Professional September 17 Oxford Engagements Oxford Engagements Week 3 September 22 – Grand Round – September 24 : Class Personal Edge Weekend – Speaker: James O’Toole On-campus prep Thursday, Sept. Read ―The Executive‘s Compass‖ 25, 6-8 p.m. Depart Friday, Sept. 26, 7 a.m. Week 4 September 29 - Personal/Professional October 1 Oxford Engagements Oxford Engagements Week 5 October 6 – Context/Systems October 8 Oxford Engagements Oxford Engagements Personal Reflection & Leadership Development Plan due Week 6 October 13 – Grand Round – October 15: Class Community Speaker: Billy Shore Read ―The Cathedral Within‖, Ch. 1 Week 7 October 20 – Context/Systems October 22 Oxford Engagements Oxford Engagements Week 8 October 27– Enterprise October 29 Oxford Engagements Oxford Engagements Week 9 November 3 - Ente rprise November 5 Oxford Engagements Oxford Engagements Writing for Change letter due Week November 10 – Grand Round – November 12: Class 10 Enterprise Now that you can do anything, what will you Speaker panel: Dean Christine do?‖ Riordan and the Athena Group Finals November 14: Community Capital Period Project Trade Show CCP written report due Nov. 14 Final Exam – Nov. 17, 2:00-3:50 p.m.
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