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MBA721

Collaborate
Fall B 2021

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MBA721

Instructor Information

Brian Powers

Office Location: 73 Tremont Street, Stahl Building, Office 7045

Email address: bpowers@suffolk.edu

Phone number: 617-573-8339

Office Hours: By appointment

Course Information

Catalog Description

This course teaches students critical thinking and problem-solving skills in the context of collaboration, with a focus on leading teams and managing projects. Students will learn concepts and processes that support building and launching high performing teams that can manage complex projects efficiently and effectively. Students will collaborate experientially to solve problems facing Boston's world-class industry clusters.

Prerequisites:

N/A

Credit Hours:

3.0

A 7-week accelerated 3 credit hour course is equivalent to 15–20 hours per week. Although the amount of time that you spend studying may depend upon the subject matter, a student should expect to spend an average of 18 hours each week participating in the online class.

Instructor’s Course Description

Globalization and the rapid pace of change in the environment create increasingly complex challenges for businesses. Collaboration–across national borders, organizational boundaries, functional areas, and within teams–facilitates companies’ ability to act quickly, access new expertise, innovate, and grow in efficient ways.

Collaboration, however, requires competencies beyond that of mere coordination or cooperation (Economist Intelligence Unit, 2008). MBA 721 will strengthen your abilities to lead teams, communicate persuasively, manage conflict, build trusting relationships, and develop commitment to shared goals.

Additionally, collaboration requires organizing the efforts of multiple, sometimes geographically dispersed, individuals and groups. Project organization provides businesses with a time-delimited tool for improving, expanding, and innovating: a primary means for converting strategy into action. In MBA 721 you will acquire the skills to mobilize and execute projects efficiently and effectively.

Textbook/Course Materials

  • Purchase readings/cases at the following link: Harvard Business Publishing

  • The Havana Plant negotiation activity must be purchased through the Suffolk University Bookstore. Once you purchase the case through the bookstore or on their website at suffolkstore.com, you will receive a voucher for proof of purchase. If you plan to purchase through the bookstore website, scroll to the bottom of the page to the "Textbooks and Course Material link" under "Books." Enter the course name, and the item will pop up for purchase. Contact a bookstore associate if you have questions about paying for the voucher.

Required Resources/Software

A functional computer/laptop and a reliable internet connection are required.

Blackboard

Blackboard is the Learning Management System (LMS) that we will use throughout the course for class announcements, documents, assignments and online discussions. You should visit the course Blackboard site daily for important information concerning the course.

OneDrive

With OneDrive, you get free storage in the cloud to store your files. The files sync across computers when you log in to your OneDrive account. Using OneDrive, you may edit documents and collaborate with others.

Share PowerPoint presentations and files through email or submit to Blackboard, by sending a short link in the message, or by posting them to a social network, your website or blog right from OneDrive for Business. There's also a desktop app for OneDrive for Business that creates a folder on your PC or Mac that syncs with your cloud folder and lets you access files on your PC remotely.

Refer to this Microsoft OneDrive resource for more information.

Zoom

Zoom is a video/web conferencing and online classroom tool available to all Suffolk students, faculty, and staff. Synchronous sessions conducted by your instructor will be held via Zoom. Please see the Suffolk Zoom site for more information. Students who would like to to purchase a webcam or headset microphone to use with Zoom are encouraged to view Zoom’s list of compatible hardware.

Course Goals & Learning Objectives

Course Goals & Learning Objectives Table
Objectives Assessments
Upon successful completion of this course, students should be able to: How the student will be assessed on these learning objectives:
Increase self-awareness and understand how individual perspectives influence decisions and behavior within teams and organizations. Application Assignments

Final Team Analysis Paper
Analyze and cultivate your professional network. Analyzing Network Assignment
Analyze team processes and employ course concepts and tools to improve team performance. Team Contract, Application Assignments, Final Team Analysis Paper
Apply project management techniques to organize projects, manage emergent problems, and leverage opportunities that arise. Work Breakdown Structure, Client Consulting Project
Collaborate with a project team to research and frame a real-world business problem, design proposed solutions, and persuasively present those solutions. Client Consulting Project

Assignments/Exams/Papers/Projects

See full assignment descriptions in Blackboard.

Select assignments in this course may be used by our accreditation team for institutional assessment purposes and will be handled confidentially.

Students will be evaluated in the following areas:

Click on each tab below to learn more.

Analyzing Network Assignment (Individual) Due: Week 1, Day 7 (15 points)
  • For this assignment, you will complete the Mapping Your Network assignment (found in the HBSP coursepack). This 3–4 page paper will require you to address the following questions:
    • Where is your network the weakest and strongest?
    • How have you developed your network thus far? How has that influenced who is in your network (and who is not)?
    • What are three specific tactics you can employ to strengthen your professional network?
Team Contract (Team) Due: Week 2, Day 7 (10 points)
  • For this assignment, you and your team members must write up a team contract that spells out what the team will be striving to accomplish, how it will go about its work, and what the ground rules of the team are.
Work Breakdown Structure (Team) Due: Week 3, Day 7 (15 points)
  • For this assignment, you and your team members will prepare a Work Breakdown Structure (WBS) for your Client Consulting Project. You will define your project objective(s) and identify deliverables, tasks, and sub-tasks.
Client Consulting Project (Team) Due: Week 7, Day 2 (15 points)
  • For this assignment, you and your team members will prepare a presentation that briefly documents your research, summarizes your analysis, outlines your proposed solutions, and offers a supporting rationale for your proposal.
Peer Evaluation (Individual) Due: Week 7, Day 7 (5 points)
  • You will evaluate the participation of your peers during the Client Consulting Project by completing a team member evaluation.
Final Team Analysis Paper (Individual) Due: Week 7, Day 7 (20 points)
  • For this assignment, you will reflect on your experiences working with your team throughout the course. This assignment will be graded based on the depth and quality of analysis, use of relevant concepts, and quality of writing. Organize your paper using the Case Analysis Guidelines (this is a real-life case you are analyzing). This paper should be 4–6 pages long, not including the reference list.
Application Assignments (Individual and Team) (15 points)
  • There will be four application assignments where you will be asked to analyze how you are implementing tools/resources from the readings and lessons into your team processes.
Engagement (Individual) (5 points)
  • You will be evaluated on your contribution to discussions, live sessions, and other activities throughout the course.

Grading

Please consider the online gradebook as a courtesy to you, subject to errors given various upgrades and shifts in the software. I reserve the right to make gradebook corrections to keep it consistent with the syllabus so that your grade reflects true performance, not software or user error. If you see something that doesn’t make sense, please alert me! Thanks so much for your help.

I do not accept late assignments. Assignments must be uploaded to Blackboard by the specified date/time or you will receive 0 credit for the assignment.

Grading Table
Assignments Points Available
Analyzing Network Assignment (Individual) 1 at 15 points
Team Contract (Team) 1 at 10 points
Work Breakdown Structure (Team) 1 at 15 points
Client Consulting Project (Team) 1 at 15 points
Peer Evaluation (Individual) 1 at 5 points
Final Team Analysis Paper (Individual or Team) 1 at 20 points
Application Assignments (Individual and Team) 1 that contributes to engagement grade; 3 at 5 points each
Engagement (Individual) 1 at 5 points
Totals 100 points possible

Grading Scale
Range Grade Description
95–100 A/4.0 Excellent; exceeds expectations
90–94 A−/3.7
87–89 B+/3.3 Very good
83–86 B/3.0 Good; meets expectations
80–82 B−/2.7
77–79 C+/2.3 Passing
70–76 C/2.0
0–69 F/0.0

Course Policies

This course abides by university policies that can be found in the Suffolk University Syllabus. In particular, please note the following. Click on each tab below to learn more.

Student Resources

The university provides a range of academic, counseling, medical and administrative student support services. To learn more, explore Suffolk University Syllabus.

Technology Requirements and Support

Some projects may/will require the submission of video commentary, which can be accomplished using a webcam or embedded camera in a desktop, laptop, tablet, or smartphone. A headset or earbuds are also required for synchronous sessions.

You are expected to have regular access to a functional computer, required software, and reliable internet connection.

Technical support is available via the Help Desk. Click on the Help Desk link at the top of your course page in Blackboard to access their contact information. The Help Desk is available 24/7, except for on bank holidays, and provides assistance via phone, chat, and email.

Credit Hour Requirements and Workload

Suffolk University has established processes to comply with the U.S. Department of Education’s credit hour definition, according to which a credit hour “reasonably approximates no less than (1) One hour of classroom or direct faculty instruction and a minimum of two hours of out of class student work each week for approximately fifteen weeks for one semester or trimester hour of credit, or ten to twelve weeks for one quarter hour of credit, or the equivalent amount of work over a different amount of time; or

(2) At least an equivalent amount of work as required in paragraph (1) of this definition for other academic activities as established by the institution including laboratory work, internships, practica, studio work, and other academic work leading to the award of credit hours.”

For more information on the U.S. Department of Education credit hour definition, please visit the Commission on Institutions of Higher Education at the New England Commission of Institutions of Higher Education (NECHE) and their Policy on Credits and Degrees.

A 7-week accelerated 3 credit hour course is equivalent to 15–20 hours per week. Although the amount of time that you spend studying may depend upon the subject matter, a student should expect to spend an average of 18 hours each week participating in the online class.

Student Handbook

Students are expected to participate fully in online courses, as participation is an integral aspect of enhancing academic success, and are expected to abide by the Student Handbook.

Disability Accommodations

If you determine that you need formal, disability-related accommodations, it is very important that you register with the Office of Disability Services and notify your professor of your eligibility for reasonable accommodations. You and your professor will then be able to plan how best to implement your accommodations.

The Office of Disability contact information:
Office Location: Stahl Building, 73 Tremont Street, 9th floor
Phone: 617-573-8034
Fax: 617-994-4251
Email: disabilityservices@suffolk.edu

Academic Misconduct Policy

Suffolk University expects all students to be responsible individuals with high standards of conduct. Students are expected to practice ethical behavior in all learning environments and scenarios, including classrooms and laboratories, internships and practica, and study groups and academic teams. Cheating, plagiarism, unauthorized collaboration, use of unauthorized electronic devices, self-plagiarism, fabrication or falsification of data, and other types of academic misconduct are treated as serious offenses that initiate a formal process of inquiry, one that may lead to disciplinary sanctions.

Please review the Academic Misconduct Policy in the student handbook

Academic Grievances

There is a formal process students must follow for grieving a grade. Please review the Academic Grievance Policy in the student handbook.

Confidential use of assignments for assessment purposes

Select assignments in this course may be used by our accreditation team for institutional assessment purposes and will be handled confidentially.

Additional Suffolk University Policies

Please review the additional University Policies that pertain to students in the College of Arts and Sciences and the Sawyer Business School.

Mildred F. Sawyer Library

Any time you see the word “research” or related concepts in your syllabus or on an assignment, there is a good chance that you will be required to locate, read, and incorporate information into your coursework from someplace other than Google. The University uses part of your tuition to pay for access to a wide variety of tools and resources located beyond firewalls on the web, undiscoverable or inaccessible to the casual searcher. Please visit the Mildred F. Sawyer Library in order to browse the many resources available to you. All links and resources from the library can be accessed by entering your university ID and the same, case-sensitive password you use for all other University applications.

Feel free to use the navigation on the webpage to explore the resources provided for many other disciplinary areas you may be interested in exploring. There are descriptions of which databases contain various types of information, and pictures and demos on how to most effectively use them. If you have a question regarding the research process or gaining access to or using a source, please contact your librarian.

Guidelines for Writing and Presentation

All assignments in this course will be evaluated based on the following:

  • evidence of learning in accordance with the course objectives
  • depth of critical analysis
  • reference to relevant issues and materials
  • organization and thoroughness
  • effectiveness of argumentation/analysis
  • effectiveness of delivery
  • accurate and coherent use of language

Assignments should demonstrate that you have analyzed and are thinking critically about the key issues in the course and relevant materials. Assignments should be logically presented, adequately supported and carefully reasoned.

All assignments should follow the APA (American Psychological Association) format guidelines. Visit Purdue OWL if you need assistance using APA style guidelines.

Guidelines for Written Assignments

  • Use double-spaced, Times New Roman font size 12
  • Use one-inch margins all around and business-like fonts
  • Your name should appear only on the title page of your paper, not on any text pages
  • Use APA format (unless directed otherwise) for references and citations

Guidelines for Presentations

  • Preparation is key.
  • When creating slides, focus on simplicity and necessity. Slides should support you as a presenter; they should not take your place, nor should you ever read directly from them!
  • Always demonstrate professionalism. Whether you are presenting in person, in a synchronous live session, or in a video, you should dress in professional attire, ensure personal hygiene and grooming have been addressed, and that your presentation background is free of clutter, distraction, and noise.

Review the following resources to help you improve your presentation skills in order to create engaging and powerful presentations.

Grammar and Punctuation

  • Use complete sentences. Make sure each sentence has a subject and a verb to form an independent clause.
  • Avoid run-on sentences by separating the independent clauses in your writing with a coordinating conjunction.
  • Use a comma before a coordinating conjunction joining independent clauses and between all items in a series.
  • Be consistent in choosing the tense, mood, and voice of verbs.
  • Subject nouns and pronouns must agree with the verb form.
  • Do not use contractions.
  • Follow the rules for singular and plural possessives.
  • Learn to recognize and hyphenate compound modifiers and compound phrases.
  • Use spell-check and proofread. Review your writing out loud. Sometimes you will hear problems in the text that you do not identify by reading. Ask someone else to read your paper to identify those places where the text may be improved.
  • Read for clarity and simplicity. In many cases two sentences are more appropriate than one complex sentence with two concepts.
  • Review every sentence in your paper and ask yourself, "How can I write this to express my thought more clearly and with improved vocabulary?"
  • Write clearly and concisely
Class Communication

Your instructor’s contact information appears on the first page of the syllabus and under their profile on the Blackboard page. Your instructor will typically respond to messages within 24 business hours. Be sure to read and review the Netiquette page in Blackboard for guidance on how to interact with your instructor.

Q&A Forum

Please post general questions in the Q&A forum that is found within the course. The instructor strives to answer Q&A posts within the 24-hour time frame and every student will be able to read them.

Title IX at Suffolk

Suffolk University, consisting of its Boston and Madrid campuses, seeks to foster a campus environment that supports its educational mission and is committed to providing a safe learning, living, and working environment for all members of the University community that is free from all forms of Sexual Misconduct. The University does not discriminate on the basis of sex or gender and this policy prohibits specific forms of behavior that violate Title IX of the Educational Amendments of 1972 (“Title IX”) and/or all other applicable state and federal laws.

This Policy also reflects the University’s commitment to educate, counsel, and train all of the members of the University community about the nature of Sexual Misconduct, its impact on individuals and the University community as a whole, and the steps necessary to combat it. Sexual Misconduct is antithetical to the mission of the University and the values it espouses and will be responded to diligently and accordingly. Creating a safe campus environment and a culture of respect is the shared responsibility of all members of the University community, individually and collectively. Visit the Title IX at Suffolk web page for contact information and more.

Course Schedule

The schedule, policies, procedures, and assignments in this course are subject to change in the event of extenuating circumstances, by mutual agreement, and/or to ensure better student learning.

Pre Course Learning Activities and Evaluated Assignments
Learning Activities Evaluated Assignments
Required Reading:
  • Syllabus
  • Netiquette
  • About Your Instructor
  • Student Success Advisor
Lessons:
  • Meet Your Team
  • Client Consulting Project Information
Discussion 0.1: Video Introductions
Week 1 Learning Activities and Evaluated Assignments
Learning Activities Evaluated Assignments
Required Reading:
  • Gardner, H. K., & Ibarra, H. (2017). How to capture value from collaboration, especially if you’re skeptical about it. Harvard Business Review Digital Articles, 53–60.
  • Duke, B. The creation and destruction of the order of Maria Theresa.
  • Cross, R., & Thomas, R. (2011). A smarter way to network: Successful executives connect with select people and get more out of them. Harvard Business Review, 89(7–8), 149–153.
  • Uzzi, B., & Dunlap, S. (2005). How to build your network. Harvard Business Review, 83(12), 53–60.
  • Ibarra, H., & Hunter, M. (2007). How leaders create and use networks. Harvard Business Review, 85(1), 40–47.
  • Kanter, R. M. (2020). Networking doesn't have to be self-serving. Harvard Business Review Digital Articles, 2–5.
  • Simpson, L. (2002). Why managing up matters. Harvard Management Update, 7(8), 3.
  • Shellenbarger, S. (2018). Life & arts–work & family: The right and wrong ways to manage up–don't assume good work will speak for itself; you need to interact effectively with your boss. Wall Street Journal.
    • Please read articles 1–2 and Lesson 1.1 material prior to this week's live session.
Lessons:
  • Lesson 1.1: Collaboration
  • Lesson 1.2: Cultivating Your Network
  • Lesson 1.3: Your Boss as Part of Your Network
  • Activity 1.1: Mandatory Live Session (Introduction to Collaborate): Tuesday, November 2, 2021 (6:00 p.m.–8:15 p.m. ET)
  • Activity 1.2: Networking Best Practices
  • Assignment 1.1: Analyzing Your Network
Week 2 Learning Activities and Evaluated Assignments
Learning Activities Evaluated Assignments
Required Reading:
  • Bernstein, E. S. (2016). Organizational behavior reading: Leading teams. (HBSP Coursepack, 1–31)
  • Vineet, N. (2014). A shared purpose drives collaboration. Harvard Business Review, 1–3.
  • Neeley, T. (2018). Organizational behavior reading: Leading global teams. (HBSP Coursepack, 1–36)
Lessons:
  • Lesson 2.1: Designing and Launching Teams
  • Lesson 2.2: Managing Team Process
  • Lesson 2.3: Leading Virtual and Global Teams
  • Activity 2.1: Mandatory Live Session (Q&A with Client): Tuesday, November 9, 2021 (6:00 p.m.–8:15 p.m. ET)
  • Assignment 2.1: Team Contract (Team)
Week 3 Learning Activities and Evaluated Assignments
Learning Activities Evaluated Assignments
Required Reading:
  • (2006). Work breakdown: From huge job to manageable tasks. In Managing projects large and small: The fundamental skills for delivering on budget and on time (pp. 1–15). Harvard Business School Publishing Corporation. (HBSP Coursepack)
  • (2006). Project management as process: Four phases. In Managing projects large and small: The fundamental skills for delivering on budget and on time (pp. 1–13). Harvard Business School Publishing Corporation. (HBSP Coursepack)
Lessons:
  • Lesson 3.1: Managing Projects—Mobilization
  • Lesson 3.2: Managing Projects—Execution
  • Assignment 3.1: Work Breakdown Structure (Team)
  • Assignment 3.2: Applying the SPLIT Framework to Your Team (Individual)
Week 4 Learning Activities and Evaluated Assignments
Learning Activities Evaluated Assignments
Required Reading:
  • Gino, F., Bazerman, M., & Shonk, K. (2016). Organizational behavior reading: Decision making. Boston, MA: Harvard Business Publishing. (HBSP Coursepack)
  • Senge, P. M. (1994). The fifth discipline fieldbook: Strategies and tools for building a learning organization. New York: Crown Business. (Pages 242–246)
Lessons:
  • Lesson 4.1: Decision-Making
  • Lesson 4.2: The Influence of Perception on Decision-Making
  • Activity 4.1: Canoe Trip Simulation (Individual and Team)
  • Discussion 4.1: Canoe Trip Simulation Debrief
  • Assignment 4.1: Applying the SPLIT Framework to Your Team (Team)
Week 5 Learning Activities and Evaluated Assignments
Learning Activities Evaluated Assignments
Required Reading:
  • Gallo, A. (2017). How people with different conflict styles can work together. Harvard Business Review, 83(12), 2–6.
  • Bazerman, M. H., Gino, F., & Shonk, K. (2017, May 4). Organization behavior reading: Negotiation. Harvard Business Publishing Education. (HBSP Coursepack)
  • Schwarz, R. (2016). Getting teams with different subcultures to collaborate. Harvard Business Review Digital Articles, 2–4.
  • Lorsch, J. W., & McTague, E. (2016). Culture is not the culprit. Harvard Business Review, 96–105.
  • Tushman, M. L., & O'Reilly, C. A., III. (2007). Shaping organizational culture. Harvard Business School Press, 1–30. Excerpt obtained from Winning through Innovation: A Practical Guide to Leading Organizational Change and Renewal. Boston, MA: Harvard Business School Press. (HBSP Coursepack)
  • Optional: Malhotra, D. (2014). 15 rules for negotiating a job offer. Harvard Business Review, 92(4), 117–120.
Lessons:
  • Lesson 5.1: Conflict and Negotiation
  • Lesson 5.2: Organization Culture
  • Discussion 5.1: Havana Negotiation Debrief
  • Activity 5.1: Havana Negotiation (Pair)
  • Assignment 5.1: Draft of Team Presentation for Client Consulting Project (Team) and Live Session Meeting with Instructor: Tuesday, November 30, 2021 (30-minute assigned time slots from 6:00–8:30 p.m. ET)
Week 6 Learning Activities and Evaluated Assignments
Learning Activities Evaluated Assignments
Required Reading:
  • Williams, J. C., & Mihaylo, S. (2019). How the best bosses interrupt bias on their teams: Strategies to foster equity and inclusion. Harvard Business Review, 151–155.
  • Heath, K., & Wensil, B. F. (2019). To build an inclusive culture, start with inclusive meetings. Harvard Business Review, 2–5.
  • Ellsworth, D., Imose, R., Madner, S., & van den Broek, R. (2020). Sustaining and strengthening inclusion in our new remote environment. McKinsey Insights, 1–9.
  • Romansky, L., Garrod, M., Brown, K., & Deo, K. (2021). How to measure inclusion in the workplace. Harvard Business Review, 1–7.
  • Lingo, E. L., & McGinn, K. L. (2001). Power and influence: Achieving your objectives in organizations. HBS Case Collection. (HBSP Coursepack, 1–23)
  • (2005). Influence: Your mechanism for using power. In Power, influence, and persuasion: Sell your ideas and make things happen Harvard Business School Press. (HBSP Coursepack, 1–23)
Lessons:
  • Lesson 6.1: Collaborating on Diverse Teams
  • Lesson 6.2: Influence Without Authority
  • Discussion 6.1: Glengarry Glen Ross
  • Assignment 6.1: Applying Inclusion Tools to Your Team (Individual)
  • Assignment 6.2: Applying Influence Tactics to Your Team (Individual)
Week 7 Learning Activities and Evaluated Assignments
Learning Activities Evaluated Assignments
Required Reading:
  • N/A
Lessons:
  • N/A
  • Activity 7.1: Mandatory Live Session (Team Presentations): Tuesday, December 14, 2021 (6:00 p.m.–8:15 p.m. ET)
  • Assignment 7.1: Client Consulting Project (Team)
  • Assignment 7.2: Final Team Analysis Paper (Individual or Team)
  • Assignment 7.3: Peer Evaluation