Course Evaluation

Personal Managerial Profile (30%) Due: May 23, 2012 (beginning of class)

The components of this paper include application and analysis of the LSI-1 and LSI-2 that highlight your strengths and challenges as a manager/leader and how they will play out within the managerial development. You are diagnosing “how” you do things. Additionally it will include an analysis of the Competing Values Competency Questionnaire. There should be specific references to each concept and the appropriate supporting articles from the course manual. The paper should end with the creation of an action plan.

The final paper should be no more than 6 pages (prepared as a Word document), including any exhibits. (11pt font, single-spaced, double-spaced between headings, and 1” margins)


The Primary Skills to be emphasized in this assignment would be:

  • Salience: What features do I see as important?
  • Causality: How do I make sense of what I see?
  • Architecture: What tasks will I do in what order?
  • Resolution: How will I know when I am done? 

 Group Case and Teaching Note: (50%) Due May 30/June1, 2012 (beginning of class)

In groups of three (3) you will write a case with a specific problem leadership, cross-cultural or organizational culture problem where possible, in an organization. The case should be routed in primary data. If this is not an option then the case can be based on secondary data. In this case, teams should speak with the instructor. Cases will be presented to the class during the final week of the course (15-minutes). The final case and teaching note will be submitted at the end of the final class. (See “What Makes a Good Case”, “Cases That Sing”, and “Writing an Outstanding Case”). The Final Case should be no more than 10-pages (prepared as a Word Document, 11pt Arial font, single-spaced, double-spaced between headings, and 1”-margins)

The Competencies to be considered when designing the Case and Teaching Note assignment would be:

  • Demonstrate appropriate ethical, economical, social and environmental considerations in decision-making processes; to develop and implement sustainable and ethical business solutions.
  • Demonstrate problem solving/Analysis: individually or within a group identify relevant business problems; evaluate the credibility, accuracy and reliability of information derived from a variety of sources; construct and com­municate evidence-based decisions and conclusions.
  • Demonstrate critical thinking skills when gathering, analyzing and evaluating information in the process of decision-making. 
  • Essential Competencies for Collaborative Partnerships

 The Empathy Walk (20%) May 23, 2012 (beginning of class)

Form yourselves into pairs.


Talk with your partner to identify someone in that the two of you consider to be most different from the two of you. This will require you to think about how you are similar and along what dimensions someone would be really different. Locate someone who fits your definition of someone most different and establish a relationship with that person so that you can spend a few hours getting into that person’s world. Be prepared to report back to the class what you learned.


We will devote one whole class session to the “war stories” you bring back and we will pull out insights about the process of developing empathy. In addition, each student will write up his or her individual experience.

You are assigned readings from Erving Goffman (1959) during this course to provide some conceptual handles. The ingenuity and cleverness of students that this exercise releases are dramatic. Students have found and built relationships with homeless people, street musicians, prostitutes, go-go dancers, Trappist monks, convicted murderers, blind people, dying aids patients, successful celebrities, fishermen, Hare Krishna, and so on.

What you may discover … that the difference between them and yourself is often less than their difference between your partner and yourself. You may realize how insulated your lives are from many real-world problems, and how narrow your own perspectives are. You may come face to face with social status and the dilemmas of having a privileged position in society and when you contemplate how one approaches homeless people without “talking down to them.”

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