Management & Leadership

MGMT 704 - Centennial College

About this course

The Leadership and Management course is designed to expose the learner to a range of advanced
concepts designed to foster a superior capacity to lead and manage at any

organizational level.
This course, within the Strategic Management program, targets responsibilities within the business
with respect to strategic decisions, the architecture of the firm, and the

implementation of business and corporate strategies.

It builds upon the courses taken in semester one and provides a leadership and management
complement to MGMT 702, Crafting and Executing Strategy. The course is conducted on a seminar
basis. Each seminar may comprise all of a set of readings, directed research, video instruction, and
lecture, focused on a specific topic. Students are required to relate the concepts to practice through
case analyses and classroom discussion of contemporary leadership, management and organizational
issues.

Evaluation
50% - Individual case analysis
Research and Case Analyses (5 x 10%): Individual work. These are specially configured assignments,
focusing on both management and leadership within the contemporary business enterprise. Each
Research and Case Analysis assignment will have a Part A which will be done in class. Part B will be
done as homework.

15% - Mid-term Test

Test will be based on Seminar Readings No. 1 to No. 5, videos related to these Seminars, and on other
supplemental readings assigned by the Professor and pertaining to the five Seminars.

25% - Final Exam

Exam will be based on Seminar Readings No. 6 to No. 12, videos related to these Seminars, and on
other supplemental readings assigned by the Professor and pertaining to the seven Seminars. The
Final Examination will comprise essay questions only.

10% - Class participation ...based on meaningful contributions to the Seminar discussions.

Desired learning outcomes

Identify the knowledge, skills, competencies, and management/leadership philosophies for both
leaders and managers that are most appropriate for the management of contemporary business
enterprises
Identify the key tasks which senior managers/leaders of the business enterprise must perform
competently and productively to assure the success of the firm over the long term
Analyze systems thinking--seeing the business enterprise as an amalgamation of
complementary capabilities--which leaders and managers must augment with their capabilities,
including the key capacities to make sound judgement calls and to integrate

successful practices from a variety of industries

Evaluate the importance of execution to the viability of the business enterprise and specify the
key elements that contribute to successful execution of strategies, plans, and policies and
significant organizational change initiatives
Construct persuasive arguments on the importance of culture to organizational

success and the principal responsibility of managers and leaders for the development,
maintenance and evolution of culture in the contemporary organization through approaches
such as transformational leadership and management innovation

Time for a video...

When leadership fails...
https://www.youtube.com/watch?v=i5cPT2xoPnw#t=29

Management and Leadership:

Delving into the differences
What Leaders Really Do
by Dr. John P. Kotter
Konosuke Matsushita Professor of Leadership, Emeritus at Harvard Business School
Chief Innovation Officer, Kotter International

Read the main text of What Leaders Really Do

Divide into groups and choose a type of organization, for example:
o Corporation
o Hospital
o Volunteer group
o Day care
o Government
o Sports team
o Start-up
Complete the task on the following slide minimum of 2 people per group to present

Show the difference between managers

and leaders in your organization
Manager

Coping with
complexity

Planning and
budgeting

Organizing and
staffing

Controlling and
problem solving

Leader

Coping with
change

Setting direction

Aligning people

Motivating
people

What does success look like for a manager? For a leader?

What happens when a manager/leader fails in your example?

Time for a video or two

For discussion:
https://www.youtube.com/watch?v=Xx2SV2bYSfU
http://www.ted.com/talks/drew_dudley_everyday_leadership?language=en
Consider:
What did they hold common? Differences?
Are these inline with Kotters article?
Do you want to be a manager? Do you want to be a leader?

Questions?