::The Center for Paper Business and Industry Studies::

Professional Education

Management Development for Enhanced Performance

June 22-26, 2009

Monday June 22, 2009

8.15AM-8.30 AM – Welcome and overview - Jacquelyn McNutt, Executive Director, CPBIS

Session 1 – Monday, June 22, 2009

8.30 AM – 12.00 PM – The Art of Leadership

Faculty: Professor Luis Martins, Professor of Organizational Behavior, College of Management

Today’s most successful companies are those in which executives at all levels know how to get the most out of themselves and their people. They are skilled in various leadership approaches and know how to use them for maximum effect. Also, they understand the key differences between management and leadership and use both to achieve their objectives. This module will focus on how to be an effective leader in a variety of situations.

The role of leadership in organizational success
Leadership as a personal and corporate agenda
Differences between managing and leading
Effective leadership behaviors
Various leadership perspectives

Learning objectives:

Understand the role of leadership in developing competitive advantage.
Identify behavioral differences between more and less effective leaders.
Develop a personal agenda for developing leadership skills.

Must Read before class
The Micromanager (HBR Case Study). HBSP Product #: R0409X.
Preparation questions:

How would you characterize George Latour’s leadership style? Is he a micromanager?
In your opinion, what are the costs and benefits of Latour’s leadership style?
In what situations might Latour’s leadership style work well, and in what situations might it be ineffective or counterproductive?
What is your assessment of Shelley Stern’s reactions to Latour’s leadership style?

In-class Exercise
The Leadership Practices Inventory (LPI): Self Instrument, 3rd Edition. James M. Kouzes

Background readings

What leaders really do. By J. P. Kotter. Harvard Business Review, December 2001. Reprint R0111F.

Session 2 – Monday, June 22, 2009

1.00 PM – 4.30 PM - Creating Successful Bargaining and Negotiations Outcomes

Faculty: Professor Christina Shalley, Professor of Organizational Behavior, College of Management

Managers are engaged in daily bargaining and negotiations for resources, delivery schedules, budgets, and performance expectations. This module will take a methodical and insightful look at the components and techniques of successful bargaining and negotiations. This module is designed to help participants develop a clear and concise thought process required to plan, conduct, control, and succeed at bargaining and negotiations at all levels.

Specific points that will be covered deal with the discussion of what types of issues are involved in a negotiation, how to effectively bargain distributively, how to effectively bargain integratively, and different negotiation strategies and tactics that can be used. We will also be discussing individual’s own conflict management style and how this enters into the negotiation. Central to the session are two negotiation role-plays that will help introduce and involve participants in discovering and surfacing some of the above topics.

Learning objectives:

To understand the difference between tangible and intangible issues and how each affects the negotiation process.
To understand the difference between distributive and integrative bargaining. Also, to identify when each type of bargaining is more appropriate and highlight strategies and tactics that can be used in either distributive or integrative bargaining.
To understand your own personal conflict management style and the implication of this style for dealing with different conflict situations.
To understand your best alternative to a negotiated agreement (BATNA) and the power a BATNA provides individuals’ in a negotiation.
To understand the difference between interests and positions.

Must complete before class:

Complete and score the Thomas Kilmann Conflict Management Inventory.

Important additional instructions before you complete the inventory: Please think of how you deal with conflict in one particular arena for all thirty questions. For example, how do you deal with conflicts with your subordinates, or other managers and departments, or with those above you in the organizational hierarchy? People deal with conflict differently depending on who the parties are, power differences, etc. So for example, you usually handle conflict differently at work than you may at home. When completing this inventory, try to answer each question for the same type of conflict.

After the class session – you will receive for your own reading Getting to Yes

Suggested Reading
Six Habits of Merely Effective Negotiators by James K. Sebenius, Harvard Business Review onpoint enhanced edition, March 1, 2002

Negotiating the Spirit of the Deal by R. Fortgang, D. Lax, and J. Sebenius, Harvard Business Review onpoint enhanced edition, February 1, 2003

Negotiating When Your Job Depends on It by N. Morgan, Harvard Management Communication Letter Article, September 01, 2002.

Evening Session: Monday, June 22, 2009 at the Marriott Courtyard, Techwood Drive

5.30 PM to 6.15 PM: Cocktails

6.15 PM to 7.00 PM: Dinner

7.00 PM to 8.00 PM: Guest speaker: Dr. Jacquelyn McNutt, Executive Director, CPBIS “State of the Industry: The Innovative Imperative”

Session – Tuesday, June 23, 2009

8.30 AM – 12.00 PM – Customer Relationship Management

Faculty: Professor Nicholas Lurie, Professor of Marketing, College of Management

Customer Relationship Management
Over the last decade, thousands of companies have established customer relationship management (CRM) programs. Unfortunately, in most cases, the results of these initiatives have not met expectations. The shortfall has been caused by many factors: failure to take a holistic approach; a lack of understanding of what constitutes a CRM initiative; inability to coordinate customer interaction and information across multiple channels; and a short-sighted focus on technology. What business leaders and management consultants now appreciate is the complexity of the task of cultivating deep relationships. The objective of this module is to provide managers with a framework and set of tools that allow them to manage customer relationships profitably.

Topics:

Managing customers versus products
The importance of CRM for business markets
The relationship between satisfaction and loyalty
Identifying critical customers
The challenge of treating different customers differently
Winning customers through services

Key Benefits:

Establish customer strategy and identify relationship objectives for target segments
Develop a system process, technology, knowledge and culture for customer service and relationships
Change “commodity” customers to valuable customers

Must Read before class:

Narayandas, Das (2005), “Building Loyalty in Business Markets,” Harvard Business Review, 83 (September), 131-139.
Custom Research (A), Harvard Business School case 9-199-001

Has Custom Research Inc. correctly analyzed what is causing their problems in improving profitability?
Evaluate the processes and procedures used by Jeff Pope in dividing customers into categories of profitability. What are the problems in the way the analysis has been done?
What should Jeff Corson, Jeff Pope, and Custom Research do?

Suggested Reading

Don Peppers and Martha Rogers (2004), Managing Customer Relationships: A Strategic Framework

Session 4– Tuesday, June 23, 2009

1.00 PM – 4.30 PM – Capital Effectiveness

Faculty: Robert Kinstrey, Director, Process Technology, Jacobs Engineering Group

The paper industry is one of the most capital intensive of the North American industries. The Industry has spent upwards of $18 billion/year on capacity expansions but it has failed to return the cost of capital required for those projects. Effective capital spending starts with proper planning. Planning includes evaluation of technologies, markets, and economic models. Capital effectiveness also includes utilizing “Best Practices” that can save up 20% of the projects total installation costs (TIC). This module will discuss what it takes “To do the Right Job, Right!”

Review the industry’s capital spending background and performance
Understand the criteria for capital planning
Understand the relationship between technology, markets and strategic planning
Understand the “Front End Loading” (FEL) process
Understand why it is important to apply “Best Practices”
Exercise using the PDRI tool to evaluate one of your recent projects

Assignment before Class

Select a recent capital project and understand its impact on your company’s strategic business, including what was considered in the preliminary project planning process (technologies, markets, and relationship to existing business).

Evening Session: Tuesday, June 23, 2009 at the Marriott Courtyard, Techwood Drive

5.30 PM to 6.15 PM: Cocktails

6.15 PM to 7.00 PM: Dinner

7.00 PM to 8.00 PM: Guest speaker: Robert Kinstrey, Director, Process Technology, Jacobs Engineering Group

“Need for and Direction in Paper Machine Innovation”

Session 5 – Wednesday, June 24, 2009

8.30 AM – 12.00 PM – Effectively Managing Change

Faculty: Professor Luis Martins, Professor of Organizational Behavior, College of Management

Effectively dealing with change is perhaps the most important leadership function in today’s environment. Though change seems to be a constant, all too often the hoped-for benefits of many organizational change efforts are not realized. If we are to improve our track record, we need to be able to address not only the specifics of the change and how it is to be implemented, but also the broader organizational context in which the change will be embedded, and the individuals being asked to implement the change. This module will help the participant develop a more complex framework for leading organizational change.

Understanding the context of organizational change.
Planning and implementation of change initiatives.
Understanding individuals’ reactions to change.
Understanding and tapping sources of support for change efforts.

Learning objectives:

Understand the roles of various organizational stakeholders in the success of a change.
Identify leadership behaviors associated with successful change.

Must Read before class:

John Smithers. Harvard Business School case 9-402-041.

Analyze the approach to change taken at Sigtek. Where are the problems coming from? What should the company have done differently?
Was Smithers effective? What should he have done differently?

Welcome Aboard (But Don't Change a Thing) (HBR Case Study). HBSP Product #: R0210X

Why is Cheryl Hailstrom’s vision for Lakeland Wonders not taking hold? Why do the managers appear to be supporting the change on the surface, but seem to be dragging their feet when it comes to implementation?
What are the sources of resistance to the change?
Assess Cheryl’s approach to implementing the change. Is she pushing too much change too quickly? What should she do differently?

Background reading

Tipping point leadership. HBSP Product#: R0304D.

Session 3 – Wednesday, June 24, 2009

1.00 PM – 4.30 PM - Leveraging People Resources for Improved Performance

Faculty: Professor Charles Parsons, Professor of Organizational Behavior, College of Management

Line and staff managers are taking more responsibility with respect to reviewing, developing, and motivating those who work for them and creating a flexible and adaptable workforce. This session will discuss valuable people-related strategies that can be implemented to energize your work force and organizational performance. Topics that will be covered include general manager as human resource manager, strategic models of human resources, and high performance work systems.

Learning objectives:

Understand the forces shaping human resource management today

Understand issues concerning legal compliance and employment law

Understand the various roles that the HR function can play in facilitating organizational effectiveness

Understand the advantages and disadvantages of various strategic models of HR

Understand the role of the general manager as a human resource manager

Improve understanding and skill in diagnosing a human resource management “situation” and discussing and choosing from various solutions

Read before class:

Read KomTek (A) prior to coming to class. We will read part B in class.

Why is Bob Kervick, in 1989, so concerned about KomTek’s ability to compete in the future, in spite of its current apparent health as a business? What aspects of the company need to change in order to promote its competitiveness? Be sure to consider KomTek’s organizational culture and its human resource management practices.
How do the basic production jobs at KomTek affect the motivation of the employees? How could you redesign those jobs in order to make them more motivating and draw more on the knowledge of the employees to aid in solving business problems faced by the company?
Think of similar company situations in the pulp and paper industry, either past or present. What role does human resource management (HRM) most often play in helping companies gain or maintain competitiveness? What role should HRM play? Why?

Session 7 – Thursday, June 25, 2009
8.30 AM - 4.30 PM – Strategic Decision Making Under Uncertainty
Faculty: Dan Cenatempo, President, Value Resolution Group, Inc

This session will focus on improving the effectiveness of various types of strategic decisions. A basic understanding of foundational finance and accounting will be established. Building on this understanding, participants will be introduced to and familiarized with a proven approach for strategic decisions. Practice using this approach will be gained through a case study used throughout the day. The ultimate goal is to give participants the tools to maximize their chances of success within their positions.

Strategic Decision Making Overview
Measure Performance

The goal
Finance and accounting
Process performance
Market performance

Model The System

Nature of complex systems
Modeling alternatives
Case example

Generate Creative Options

Characteristics of creative options
Creativity
Organizational implications

Make The Right Decision

Value drivers
Decision rules

Execute
Avoid Pitfalls
Supplemental Information

Session 8 – Friday, June 26, 2009
7.45 AM - 3.00 PM– Effectively Managing High Performance Teams
Faculty: Professor Dennis Nagao, Professor of Organizational Behavior, College of Management

More than ever before, successful and timely organizational performance depends on how well one can orchestrate and leverage the skills and talents that already exist in the organization. Teams are often used as organizational tools to try to accomplish the preceding. Done well, teams can lead to the rapid development of innovations, the smoother implementation of organizational changes, production of process improvements, and other desirable organizational outcomes. Done poorly, teams can be a time wasting exercise full of unproductive conflict that impairs problem solving and hinders decision-making as well as many other performance outcomes. Our focus in this session will be to develop your skills and understanding with respect to creating and developing effective teams. Our objectives in this session are to:

Increase your ability to recognize, unfreeze, and reframe your team “habits”
Provide experiential learning opportunities with respect to team interaction patterns and performance
Provide an assessment of your team player style
Provide you with some pragmatic models of team performance
Improve your ability to effectively compose teams
Improve your team dynamic skills
Provide participants with the opportunity to apply their knowledge via a case analysis
Provide you with resources to facilitate team effectiveness
Provide an understanding of how to increase meeting productivity

Assignments (Must complete these assignments and read the cases before this session).

Read the Desert Survival scenario and complete just your individual ratings of the fifteen items using just your native knowledge (i.e., don’t look anything up). Do not discuss the exercise with anyone until instructed to do so in class.
Read and complete Parker’s Team Player Survey. Be sure to go beyond any “stop” signs to score your results.
Read, analyze, and make a decision concerning whether to “race” or “not race” in the Carter Racing Exercise. Do not discuss this exercise with anyone until instructed to do so in class.
Read the Aston-Blair case and prepare a brief (1-2 pgs) outline of your analysis of what went right and wrong.