COURSE OUTLINE F17

SAVE OFFLINE

MB8106/MT8106 FALL 2017 “Managing in a Diverse World” TRS3-099– Thursday 10-1PM

Contact Information Professors: Dr. Fei Song Office: TRS 3-072 Office Hours: Thursday 1-2pm or by appointment E-mail: [email protected] Phone: 416-979-5000 x 7503 (Song) Method of Posting Marks All marks will be posted on course electronic site E-mail Usage & Limits Emails will normally be returned the same day. Course Description For organizations to succeed in today’s competitive environment they need to have sound people management strategies that are inextricably linked to their business goals and strategies. This course exposes students to various people management practices which are critical to current and future employees and people managers. This course develops competencies in managing a global workforce. Specific topics include the behavioural impact of cultural differences, alternative approaches to organizational structure, cross cultural communication challenges, management of diverse groups, leadership and employee motivation techniques for global managers, and conflict resolution across cultures. Students will assess their own managerial and leadership competencies and develop a personal plan for skill development. Course Objectives Students will be able to: • Understand the role of human resources management in the modern organization • Acquire skills in recruiting, selecting, rewarding and developing talent • Select and utilize effective electronic resources for HR planning, recruiting, selection, training, performance management and compensation • Apply critical thinking to solve organizational problems related to culture, leadership and change

• •

Utilize financial information to manage human resource expenses and to make related capital expenditure decisions in a cost-effective manner Create and deliver oral and written presentations in an effective manner to a diverse audience

Teaching Method This course will incorporate the following teaching/learning methods: case analysis and discussion, team assignments, videos, simulations, field work, written assignments, oral presentations to faculty and industry panels, integrative case analysis. Students will have ongoing opportunities for active learning in classes and in study groups. Frequent and substantive interaction will occur between professor and students as well as between students. Attendance at all classes is mandatory. Required Resources 1) Purchase rights to use HRM simulation (on-line at Interpretive.com) 2) Purchase case study course package from Ryerson Bookstore (Gould and Victoria St.) 3) Reading package on electronic site for course Method of Evaluation 1. HRM Simulation a) Mid-way team report (Pass/Fail) b) 15% Individual written report c) 5 marks for top 2 scoring teams d) 4 marks for 3rd and 4th place teams e) 3 marks for remaining teams

20%

2. Team research project a) Presentation b) Written report)

20% 5% 15%

3. In-class individual assignment

20%

4. Integration week Assignment

20%

5. Team assignments a) Case study presentations (2 @ 5% each) b) Class opener (1 @ 5%)

15%

6. Individual contribution (participation in class discussions, overall engagement with course, attendance)

5%

CLASS SCHEDULE WEEK TOPIC Sept 7

Sept 14

Introduction to Human Resources Management and Organizational Behaviour Canada’s Diversity Advantage

CASE/EXERCISE

READINGS *** featured reading(s) for the week

On-line HRM Simulation Registration procedures

2. Towers Watson Insights from the 2014 Global Workforce Study The New Employment Deal: How Far, How Fast and How Enduring?

Discussion: Good Jobs vs. Bad Jobs Class opener #1 Case 1: CIBC: Fostering an Inclusive Culture

Sept 21

Recruiting, Selecting, Training and Retaining Talent

Class opener #2

Sept 28

Selecting Talent: Building Skills

Oct 5

Rewarding Talent

Class opener #3 Role Play: expatriate interview Class opener #4, 5

Case 2: Beyond Resumes: Marriott Using Gamification to Recruit Top Talent in Hospitality

Case 3: Equity on Demand: The Netfix Approach to Compensation

Oct 12 Oct 19 Oct 26

READING WEEK INTEGRATION WEEK Leading Talent

NO CLASS NO CLASS Class opener #6 Guest Speaker

1. Slater S.F., Weigand R.A. & Zwirlein T.J. (2008) The business case for commitment to diversity. Business Horizons, 51, 201-209. *** 2. Lindsey, A. et al (2017). “Two Types of Diversity Training that really work.” Harvard Business Review, July issue. 3. Chand, M., and Tung, R. (2014). “The Aging of the World’s Population and its Effects on Global Business.” Academy of Management Perspectives, 28(4), 409-429. 1. Johnson, L., K. (2007) “A New Approach To Keep Your Best Talent On Board.” Harvard Management Update. A Newsletter From Harvard Management Publishing, April. 2. Martin, J., and Schmidt, C. (2010). “How To Keep Your Top Talent.” Harvard Business Review, May, 2010, 88(5), 54-61. *** Mann, G. & O’Neil, C. (2016) “Hiring algorithms are not neutral” Harvard Business Review, December issue. Read role play preparation guidelines (posted on D2L) *** 1. Pfeffer J. & Sutton R. (2006) Do financial incentives drive company performance? From Hard Facts, Dangerous Half Truths and Total Nonsense (Chapter 5, pp. 109-133). Boston MA: Harvard Business School Publishing. 2. McCord, Patty. (2014). How Netflix Reinvented HR.” Harvard Business Review, January-February, 71-76. 3. Bartlett, C. A., and Sumantra, G. (2002) “Building Competitive Advantage Through People.” MIT Sloan Management Review, Winter, 2002 (2): 34-42.

1. Finkelstein, F. (2016). “Secrets of Superbosses.” Harvard Business Review, January-February. 2. Bennis, W. (2007). “The Challenges of Leadership in the Moderrn World.” American Psychologist, 62(1), 2-5 *** 3. Cleavener, D., and Munyon, T. “It’s how you Frame it: Transformational Leadership and the Meaning of Work.” Business Horizons (2013), 56: 351-360.

Nov 2

Nov 9

Organizational Design and Structure (Dr. Gerald Hunt)

Class opener #7

Organizational Culture

Class opener #8, 9

Case 4: Is Holacracy for us?

Case 5: Ferio Pugliese: Leading WestJet”s new Regional Carrier Encore

1. O’Reilly C. & Tushman M. (2004). “The Ambidextrous Organization.” Harvard Business Review, 82(4), 74-81. 2. Kalleberg A.L. (2008) The Mismatched Worker: When people don’t fit their jobs. Academy of Management Perspectives, 22(1), 24-40. *** 3. Bailey, C. & Madden, A. (2016). “What Makes Work Meaningful or Meaningless.” Sloan Management Review, Summer Issue. 1. Christensen, C. “What is an Organization’s Culture?” Harvard Business School Press. 2. Grant, A. (2013). “Givers Take All: The Hidden Dimension of Corporate Culture.” McKinsey Quarterly, April. *** 3. Beaudan, E., and Smith, G. “Corporate Culture: Asset or Liability?” Ivey Publishing.

Nov 16 IN-CLASS, OPEN-BOOK ASSIGNMENT Nov 23 TEAM PRESENTATIONS Nov 30 TEAM PRESENTATIONS

* NOTES: Package: Case Study Pack available for purchase at Ryerson Bookstore Readings available on the course site. Assignment and Grading Details 1. Human resources management simulation (20%) The Human resources management simulation is an on-line competitive simulation where you take on the role of Human Resource Director for a growing organization. It offers experience with decisions and metrics that affect compensation, turnover, productivity, diversity, morale, quality, accident rate, grievances, fringe benefits, absenteeism, and budget utilization. In the simulation, teams of students take the role of a newly-appointed Human Resource Director of a 500 person company. The company has been growing rapidly and the human resource department and its functions have not kept pace with this growth. The Chief Executive Officer has instructed the HR Director to get the human resource department better organized, and shift to a strong and sustainable Human resources management operation. Note: the simulation assignment involves: • Individual registration on-line to pay for access to simulation (details in class) • Working in a team assigned by the professor • Completing team entries on-line over eight business quarters • Individual completion of the on-line quiz before beginning simulation • Completion of a brief team progress report mid-way through the simulation • Completion of a formal peer assessment of team members at the end of the simulation • Completion of individual report about the overall learning

Grading and assessment for simulation project: a. On-line individual quiz by Wednesday Sept 20 at noon (pass/fail) b. Mid-way team report due Friday Oct 6 at 5pm (pass/fail) c. Final team scores (top team 5%; next top score team 4.5%; next top score team 4%; remaining teams 3.5%) d. Individual final report due Thursday Nov 23 (15%) Simulation schedule: Review/learn period for individuals: Sept 7-20 Complete individual on-line quiz by Wednesday Sept 20 at 10am Completive team play begins Wednesday September 20 at 10am INPUT DATES QUARTER

TEAM ON-LINE SUBMISSION BY

1 2 3 4 5 6 7 8

Thursday Sept 21 at 10am Thursday Sept 28 at 10am Thursday Oct 5 at 10am Thursday Oct 26 at 10am Monday Oct 30 at 10am Thursday Nov 2 at 10am Monday Nov 6 at 10am Thursday Nov 9 at 10am

Instructions for team and individual reports will be posted on D2L). (Note: If you are unable to purchase the rights to use the simulation, you should consult the professor as soon as possible) 2. Team Project. The group project is done in teams of about 5 students. Group formation will be randomly organized by the professor. The team is expected to work together and each member is expected to make a significant contribution to the project. The project involves a formal presentation (10%) and a written report (15%). Each team can pick a project topic in consultation with the instructor and carry out independent research using primary and secondary resources. The purpose of this project is to allow students to develop a deeper understanding of a particular topic of their choice, and learn how it relates to running of a modern organization. The following is a list of suggested topic areas. Some suggested topic areas include: q workplace incivility and morale q the toxic workplace q shifting demographics and the impact on the Canadian workplace q conflict management strategies q effective recruiting in times of a skills & talent shortage/surplus q the rise of precarious work and its social/economic consequences

q q q q q q q q q

diversity and team/organizational effectiveness effective downsizing without demoralization generational differences labour unions in Canada globalization – brain drain, brain gain or brain swap employee retention business ethics and human resources crowd sourcing: threat or solution effective employee engagement

Other ideas are feasible. Please discuss with the instructor. IMPORTANT DATES FOR TEAM PROJECT Sept 7: Teams formed Sept 21: At beginning of the class teams submit a one page update with the title of the project and a brief description of how the research will proceed. An indication should be provided of the intended sources (recent news and/or magazine articles, human resources industry research report, books, scholarly, academic journal articles, interviews, etc.) Nov 23 and 30: Oral Presentation (schedule to TBA) Nov 30: Written report due with peer assessment attached (provide a hard copy and also submit through turnitin). Format: The project report should contain the following sections: a clear articulation of the topic/problem, the practical importance of the topic/problem to managers and/organizations, a literature review, the methods by which the research was carried out, the main findings, the argument, the recommendations, along with any implications of the findings for theory and management practice. Reports should include a one page executive summary. • Length: The project should be typed (double-space) and contain appropriate footnotes and/or a bibliography, figures, tables, and appendices (where applicable) using APA format. The typical length runs from 10-15 pages of text, plus figures, tables, appendices, etc. The project report should be clear and succinct and must provide an accurate reflection of the efforts put into the report. o Evaluation: o Clarity of purpose. Is the topic/problem/issue clearly laid out? Why is the topic/problem/issue relevant for study? o Thoroughness of research. Have the relevant sources of information been collected? Have the relevant sources of information been researched and referenced? o Style of presentation. Is the paper well written and persuasive? Does it effectively communicate its ideas to the reader? o Grasp of the subject. Is the paper a mere rephrasing of the material from other sources or, does it demonstrate the team’s unique grasp of the subject?

•

The project will involve a formal peer assessment that must be signed by all members of the team and submitted with the final report. This assessment may affect an individual’s overall participation mark for the course.

3. Participation/Cass contribution Most classes will involve a high level of participation. Participation will account for 5% of the final course grade. Participation includes informed involvement in class discussions, case analysis and other in-class activities. Note that failure to attend all classes without approval of professor with result in deducted marks. As part of the participation mark, students are expected to complete the assigned readings and case study before each class and come to class prepared to engage in class discussion. 4. Team assignments i) All teams are required to prepare for case study preparations during the term. The case assignment will require the team to be prepared to provide an overview of the case with suggestions for moving forward. In addition, each team will prepare a maximum of 3 slides for presentation and provide the professor with an electronic and hard copy of the slides. For each case, two teams will be randomly drawn to present their assignment, an overview and the PPT slides to kick off the in-class case discussion. ii) Each team will be required to undertake one class opener as follows: ¨ Start class with something funny, witty and engaging about the topic for the week (eg. a short YouTube video clip). ¨ Summarize the assigned “featured reading” (see reading with *** in course outline) as creatively as possible (maximum of 2 slides!). ¨ Burning Question: Create a topical and engaging question related to the weekly topic and readings. Lead a class discussion based on this “burning” question. Make the question something controversial and/or not easy to answer and of interest to the audience. Make it a question that will motivate students to comment/contribute. 5. In-class assignment ¨ An in-class, open book assignment will be held in class on November 16 ¨ Details will be provided in class ¨ Submitted through turnitin at the end of the allotted time ¨ Bring a computer to this class.

Required Reference Format for Written Assignments American Psychological Association (2010) Publication Manual of the American Psychological Association. (6th ed.). Washington, DC: American Psychological Association.

Course Assessment Note: Satisfactory performance in a Master’s program requires completion of all courses taken for credit in the graduate program with a grade of at least B- in each course. Any grade below B – will be deemed Unsatisfactory and graded as an F. Master’s Grading System Letter Grade

Conversion Range Percentage Scale to Letter Grades

A+ A AB+ B BF

90-100 85-89 80-84 77-79 73-76 70-72 0-69 (Master’s Unsatisfactory Performance Level) 0-72 (PhD Unsatisfactory Performance Level)

F

Final academic performance in each course is recorded as one of the above letter grades or as AEG, AUD, CNC, CRT, FNA, GNR, INC, INP or PSD. Incomplete Grade (INC) The assignment of an incomplete grade normally follows discussion between the faculty member and student concerning the work to be completed and the relevant due date(s). To confirm arrangements that are already mutually understood or to provide the necessary information where prior consultation has not taken place, when an Incomplete Grade is assigned the faculty member(s) will complete a prescribed Incomplete Grade Form that specifies work to be completed and due dates. Copies of this completed form will be provided to the graduate program department, which will in turn provide a copy to the student. The due date set by the faculty member will be no later than the end of the following semester, but will normally be earlier than this. Passed (PSD) The assignment of a PSD grade is given for acceptable performance in a course graded only Pass/Fail, as predefined in the Calendar. HIGHLIGHTS OF COURSE MANAGEMENT POLICIES Consult the School of Graduate Studies Policies and Procedures Handbook for a complete description of course management policies. http://www.ryerson.ca/content/dam/senate/policies/pol151.pdf 1) Code of Conduct: Students are expected to adhere to the Ryerson University Student Code of Academic Conduct available at: http://www.ryerson.ca/academicintegrity/graduate/conduct/index.html 2) Alternate Arrangements: Please consult the School of Graduate Studies Policies and Procedures Handbook Section I “Academic Consideration” for a complete description of alternate arrangements http://www.ryerson.ca/content/dam/senate/policies/pol145.pdf

a. IB1. Accommodations for Missed Examination and/or Assignment: Religious Observance: Students must have filed the necessary forms for accommodation of religious observance at the beginning of the term, or for final exams, as soon as the exam schedule is posted (See Policy 150 for Accommodation of Student Religious Observance Obligations and related form.) The form can be obtained at http://www.ryerson.ca/content/dam/senate/policies/pol150.pdf b. IB2. Accommodations for Disability: Students who wish to utilize Access Centre accommodations must present Access Centre documentation to the professor prior to a graded assignment, test or exam, according to Access Centre policies and Procedures c. IB3. Accommodations for Missed Examination and/or Assignment: Medical or Compassionate: Students shall inform professors, in advance, when they will be missing an exam, test or assignment deadline for medical or compassionate reasons. When circumstances do not permit this, the student must inform the professor as soon as reasonably possible. Alternate arrangements may include the setting of a make-up test, transferring the weight of a missed assignment to the final examination or extending a deadline. In addition, the program requires that in the case of illness, a Ryerson Medical Certificate, or a letter on letterhead from a physician with the student declaration portion of the Ryerson Medical Certificate attached, be submitted to Professor and the Program Administrator within 3 days of the missed test or exam. This certificate is essential for an appeal based on Medical grounds. The Ryerson Medical Certificate can be found at http://www.ryerson.ca/surp/documents/medical.pdf 3)

Exams and Tests: a. Exam Policies: Students are expected to familiarize themselves with the University Examination policy available at:http://www.ryerson.ca/senate/policies/pol135.pdf (Policy 135) b. Due Dates: Students are responsible for writing tests/exams on scheduled dates and submitting assignments on the due dates. If any form of evaluation is missed due to medical or compassionate reasons, a student must inform the Program Administrator via email ([email protected]) and the professor as soon as possible and/or within 12 hours of the missed event. Appropriate documentation must be submitted upon return to avoid a zero grade for the assignment/test/exam. Students who are too ill to participate in an evaluative component of a course (e.g. make a presentation, sit a text/exam) must present the Ryerson Medical Certificate to the Professor and the Program Administrator within 3 days of the missed test or exam. c. Final exams: For Courses in which there is a final comprehensive exam, students in the Graduate Program in Nutrition Communication are required to pass the final comprehensive exam in order to pass the course, unless an exception to this policy is stated on the course outline. Seventy percent (70%) is considered a passing grade. d. Identification during exams: As per Ryerson University policy, students are required to ensure that photo identification is available during an exam. Backpacks, bags and coats cannot be at your desk during exams. e. Exam scheduling: In accordance with Ryerson’s Course Management policy, no exam or tests will be scheduled during the last week of classes. This applies to all courses in your program. f. Writing exams: Students will be informed prior to any in-class evaluation of the material they are permitted to bring into the exam.

4)

Assignments: a) Due dates: Students are responsible for ensuring that assignments are submitted to the professor on or before the designated due date. The penalty for late submission of an assignment is a loss of 1 mark per day for every day late (including weekend days). For example, if an assignment is

marked out of a total of 20 marks and is submitted 5 days after the due date, the maximum possible mark achievable for that assignment will be 15 marks. b) Copies: Students are required to keep a complete copy of each assignment, as submitted, for their records. In the unlikely event that an assignment is lost after submission to the professor, the student will be asked to submit the copy to the professor. c)

PLAGIARISM IS A SERIOUS OFFENCE. Plagiarism and other forms of academic misconduct will be penalized as per Ryerson’s Code of Student Conduct, available at http://www.ryerson.ca/academicintegrity/graduate/plagiarism/index.htmlThe minimum penalty for plagiarism is a mark of zero for the work submitted. A disciplinary notice (DN) will be placed on your official transcript until you graduate, or for four years, whichever comes first. If you are uncertain as to what constitutes plagiarism, please consult the Graduate Studies website at www.ryerson.ca/graduate. Click on Policies and download the “Intellectual Property Guidelines”. It is your responsibility to familiarize yourself with this document.

d)

Merit of Work and Recalculation: At any time during the semester, students who believe that an assignment, test or exam, either in whole or part, has not been appropriately graded must first review their concerns with their professor within ten (10) working days of the date when the graded work is returned to the class. It is a professor’s responsibility to return graded work in a timely manner. Grades not questioned within this period will not be reassessed at a later date.

e)

Student E-Mail Accounts: All students are required to obtain and maintain a Ryerson Matrix email account. If students fail to maintain a Ryerson email account, any missed messages will be solely the responsibility of the student. Please visit http://www.ryerson.ca/accounts to activate your matrix account.

f)

Contacting the Professor by Email: Students are asked to use Blackboard exclusively for courserelated communication. In the event that Blackboard is not functioning students may use email to contact the professor regarding this course. The professor will make every effort to respond to student email messages within 3 days (72 hours) of receipt of the message. Students should keep this timeframe for response in mind when sending messages asking for information or clarification relating to assignments or tests. It may not be possible for the professor respond to messages sent less than 3 days prior to the test or assignment prior to the due date.