Course Code: HBO Faculty : PROF. MILAGROS DU LAGROSA, PhD Term and Sessions: First Term 20 sessions Schedule: HBO 1 {(Set 1) 10 sessions} {(Set 2) 10 sessions TBA}
General Description:
Philosophy and Purpose
The overall goal of HBO in the MBA curriculum is to prepare future managerial leaders to work with people in a way that is meaningful and productive for both persons and organizations.
People join organizations to work. Understanding why people work is the most critical issue of HBO. Motivation theories recognize that different people work for a variety of reasons ranging from meeting basic needs to affiliation to achievement. However, in the final analysis people work for meaning seeking a sense of purpose, contribution, connection, values and hope in the workplace.
Research has shown that there is a strong business case for helping people find meaning in work. As employees find meaning they contribute to the broadest purpose for which organizations exist that is creating value for customers, investors and communities.
In summary the end goal of HBO is to equip future managerial leaders with the competences that will enable them to create, lead, and manage abundant organizations. An abundant organization is a work setting in which individuals coordinate their aspirations and actions to create meaning for themselves, value for stakeholders and hope for humanity at large. It is one that has enough to spare of the things that matter most: creativity, hope, resilience, determination, resourcefulness and leadership. (Ulrich, 2010, p.4)
HUMAN BEHAVIOR IN ORGANIZATIONS (HBO)
2 Learning Goals: HBO in the MBA Rubrics
Learning Goal 1: AIM MBAs will be analytical, critical and logical thinkers when it comes to people issues and concerns about the organization. Data from both the internal and external environments and the heart and the head of a leader are essential for making fair and effective decisions for both people and organizations.
Learning Goal 2: AIM MBAs will be effective communicators especially in times of turbulent changes and challenges of the organization. Both in times of organizational prosperity and scarcity managers and leaders must consistently communicate in actions and words the mission, vision and core values of the organization.
Learning Goal 3: AIM MBAs will be effective and ethical leaders and team players. Doing Good and Doing Well in respectful collaboration with their team/s, must be the north star of managerial leaders especially when timeless values of trust and integrity have been drowned by profit and popularity.
Learning Goal 4: AIM MBAs will effectively manage the interactions of various functional areas. People issues permeate all the four functional areas of management: marketing/sales, operations, finance and human resource. The managerial leader must orchestrate the synergy of all these functional areas to deliver value to customers (internal and external), investors and communities.
Learning Goal 5: AIM MBAs will respond to the challenge of understanding with respect and appreciation the cultural diversity of groups within organizations and use their human behavior competencies to manage effectively in such settings.
Learning Goal 6: AIM MBAs are numerate. Consistent with the management adage, What you cannot measure you cannot manage, managerial leaders will use all valid and reliable tools and instruments to quantify human behavior and group dynamics. Such numerical data along with qualitative data will allow managerial leaders to arrive at sound and fair decisions for the organization.
Core Content
To meet the learning goals of HBO and remain faithful to the espoused philosophy, the core content of this course will revolve around the Seven Questions that Drive Abundance. Each question points to a desired outcome as presented in the following table:
QUESTIONS OUTCOMES 1. What am I Known For? 1. Identity and Signature Strengths 2. Where am I going? 2. Purpose and Motivation 3. Whom Do I travel with? 3. Relationships and TEAMs that work 4. How do I Build a Positive Work 4. Effective Work Culture or Setting 5. What challenges Interest Me? 5. Personalized Contributions 6. How do I respond to Disposability and Change? 6. Growth, Learning and Resilience 7. What Delights me? 7. Civility and Happiness
HBO 1 will focus more on Questions 1 to 4 (Managing Self within teams in the context of a corporate culture). HBO 2 will review Questions 1 to 4 within a broader perspective and focus more on Questions 5 to 7 (leadership for a higher purpose).
3 Core Values
The application of HBO theories and models in the learning community of AIM MBA Cohort 6 will be guided by the following values, which when put together form the word PEOPLE:
Participative learning processes. Students must take the initiative to ask ones own questions in the context of ones own experiences, personal goals, curiosity and desire to learn.
Encouraging each other. Many adjustment and transition challenges will meet the student in this program. An atmosphere of responsible encouragement (that will not tolerate social loafing) will help the MBA students achieve their learning goals.
Opportunity-seeking. Students must actively seek opportunities for learning using all the resources available to him/her: cases, periodicals, books, conversations with professors, peers, on-line resources and all events in the day-to-day life of an MBA student.
Purpose-driven. Students must engage in all these HBO learning opportunities conscious that the final goal is not the grade but the achievement of the learning outcomes that will make one worthy of the AIM brand of management education.
Leadership at all levels beginning with the SELF, then teams and eventually organizations must consistently be manifested in both attitudes and behaviors of the student from beginning to end of the program.
Ethical. In all decisions and actions whether personal or within a group, the MBA student must aim for the common good preserving ones integrity and good name for oneself, family, and nation.
Competences Aspired For
Attitudes
1. Appreciative and positive thinking 2. Respect and sensitivity to cultural diversity 3. Reflective inquiry 4. Ethics and Excellence
Skills
Intrapersonal: 1. Reflective analysis (e.g. Values Clarification) 2. Honest self-assessment 3. Process Observation and Analysis (POA) applied to self 4. Emotional Intelligence 5. Resiliency
Interpersonal: 1. Active Listening 4. Conflict Management 2. Effective Feedback 5. Coachee and Mentee 3. Assertiveness
4 Team 1. POA applied to group 2. Facilitating different team dynamics 3. Motivating teams
Organizational 1. Organizational Process and Analysis (OPA) 2. Assessing Corporate Culture 3. Renewing corporate culture
Performance Evaluation and Management (Grading)
For both HBO 1 and 2, the general bases of performance include active and authentic class participation, Learning Team (LT) group work and presentations, individual reflection papers and other short-term projects and exercises. It is expected that every student will demonstrate ones best in every learning activity considering that it is an opportunity for growing ones consciousness increasing knowledge of salient principles in human interaction.
Three long-term and essential requirements are the following:
1. Blogging: Each student will create a blog (www.blogger.com) that will serve as ones learning journal consisting of regular reflections about HBO and ones growth and development in this functional area. This blog will allow the HBO mentor to comment on and react to the students insights and experiences and help evaluate progress towards the overall goal of the HBO course. Students are encouraged to solicit comments and reactions to their blog entries from persons of their choice. 2. Personal Folio: As a synthesis of all the lessons learned and documented in their blogs, students will prepare a creative and worth-keeping Personal Folio. 3. Walkabout: Each student shall undertake a Walkabout that will be a test as well as showcase of the key skills that one sought to develop in HBO. The nature and parameters for the Walkabout shall be elaborated at the appropriate time. Course Outline and Schedule
Session No. Date/s Topics/Assignments 1 10/6 Course Introduction Topic: People Management in 21 st Century Article: Managing People in the 21 st C. by Gloria M. de Guzman Cases: 1. SEMCO Brazil: Managing Without Managers 2. From What Planet Are We
2 10/8 Topic: The Changing Nature of the Workforce Articles: 1. The Changing Nature of the Workforce by Jay J. Jamrog 2. Chap. 1 The Case for Meaning Source: The Why of Work (Dave and Wendy Ulrich, 2010)
5 3 10/11 Topic: What Makes a Best Employer Website: www.hewittassociates.com Case: 90% Growth through Cultural Diversity
4 10/13 Topic: Becoming the Greatest Asset of a Company Article: Managing Oneself by Peter Drucker
5 10/15 Topic: Self Assessment SLE: Choices of the Heart
7 10/19 Topic: Motivation Article: Chicks Sent Me High by S Coloma Case: Billy Bonzai
8 10/22 Topic: Active and Authentic Listening SLE: Listening Triads
9 TBA Topic: Psychodynamics of Listening SLE: POA Article: What to Look For In Groups
10 TBA Topic: Team Development I Article: Virtuoso Teams HBR Jul-Aug. 2005 by Fischer, Bill and Boynton Website: www.businessballs.com search for Tuckmans Stages of Team Development
11 TBA Topic: Team Development II Article: The Five Dysfunctions of a Team by Patrick Lencion Case: The Team That Wasnt
12 TBA Topic: Effective Feedback SLE: Giving and Receiving Feedback Article: Giving and Receiving Feedback: It Will Never Be Easy, But It Can Be Better by Lawrence Porter
13 TBA Topic: Assertiveness Training SLE: Three Styles of Responses
14-15 TBA Topic: Emotions in the Workplace Articles: 1. Putting Your Companys Whole Brain To Work (Leonard and Strauss) 2. Building the Emotional Intelligence of Groups (HBR, Mar. 2001)
6 Business Leadership and Responsibility (BLR) Seminar
Spearheaded by Prof. Jun Borromeo, the BLR seminar aims to bring together development (social consciousness) and enterprise (value creation) into the curriculum of all AIM students. The course objective focuses on Centering Leadership around Self-Knowledge, Personal Responsibility, and Global Citizenship.
In partnership with the Ramon V. del Rosario Sr. Center for Corporate Social Responsibility and the W. SyCip Graduate School of Business, the seminar was launched on September 25 and is expected to end on January 15, 2010. The topics that will be covered include (1) Role of Business in Society (Corporate Citizenship the purpose of the enterprise, rational for CSR, the multiple bottomline); (2) the CSR Framework (definitions and trends, stakeholder and social issues analysis, developing a CSR strategy, creating a CSR implementation frame); and (3) Managing CSR Projects (stakeholder relationship management, managing collaborations and networks).
During the seminar, students will undergo a series of CSR lectures and case discussions, where students gain theoretical and practical knowledge on how CSR can be formulated and implemented. In the final stages of the seminar, a simulation exercise will be conducted, which enable students to understand how to manage conflicting stakeholder interests. To ensure that students are exposed to actual CSR practices of corporations, they will need to complete group projects focused on the CSR programs. AIM and the League of Corporate Foundations are developing internship and/or case writing opportunities for the students.
In the course of the seminar, AIM professors and guest speakers (local and international CSR practitioners) will be invited to discuss the current developments in CSR. The AIM professors involved are Prof. Felipe B. Alfonso, Prof. Francisco L. Roman, Prof. Maya B. Herrera, Prof. Juan Miguel M. Luz and Prof. Mario Antonio G. Lopez.
DEFINITION AND TRENDS OF CSR 25 September Meralco Executives STAKEHOLDER AND SOCIAL ISSUE ANALYSIS 26 October Mr. John Sevilla, Chief Operating Officer of Synergeia DEVELOPING CSR STRATEGY 13 November Dr. Chito B. Salazar, President, PHINMA Education Network SYMPOSIUM WITH TONY MELOTO 16 November Mr. Tony Meloto, Founder of Gawad Kalinga Asian Forum on CSR Speakers 20 November Mr. Rolf Dietmar, Program Director of the Sino-German Technical Cooperation Program Dr. Bradley Googins, Executive Director of the Boston College Center for Corporate Citizenship
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DEFINITION AND TRENDS OF CSR 25 September Prof. Maya Hererra and Prof. Francisco Roman Guest Speakers: Meralco Executives
The main objective of the session is to determine the level of understanding and knowledge of the students regarding CSR.
A student answered that Companies primary responsibility is to make money for its shareholders, however, it can only do this if the society is progressing. In order to make money, there must be progress in society. As such, Prof. Roman said that companies must not only provide goods and services. He then mentioned Whitakers quote on the link between society and company:
Imagine this: if a large proportion of the workforce was illiterate, if half lived in shack settlements without adequate shelter; if more than 80% could not afford basic health care; if a thousand people joined the economy every day of the year and fewer than a hundred found work in the formal sector. If that can be imagined, then imagine what the position of the company will be in ten, fifteen or twenty years hence.
It would have to be concluded that without change in those social conditions, the company would not survive. It is on these grounds that the business community has a vital role in developing countries, not only to respond to the plight of the poor out of a sense of charity or as good citizens, but to do so in order to secure its own survival.
In summary, the quote highlights the need for the company to contribute to the community in order for both entities to progress. This can be achieved through CSR.
When asked about the reason why CSR is implemented, the students answers varied from the need for companies to give back something to the community, to increase the value of the company for society and philanthropic purposes; to self-interested motives such as PR and marketing purposes.
Prof. Maya discussed that the traditional role of the company was to pay taxes and the governments main responsibility was to allocate and provide basic services. However, there is a need for companies to consider the wider scope of their business operations, not just internal factors but also the community in general.
As a last point, Prof. Roman showed to the students the slide on mapping CSR issues and stakeholders, where he mentioned that companies stakeholders is not only limited to its investors and supply chain but also encompasses the community and the environment.
Presentation: 1 slide on the possible list of stakeholders
Reading: Social Responsibility and Governance in the Philippines (RVR CSR Publication) and Excerpt from Chapter of Prof. Maya in the AIM-DLSU Book
Case: The MERALCO Depressed Area Electrification Program: Financial and Economic Cost Benefit Analysis
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STAKEHOLDER AND SOCIAL ISSUE ANALYSIS 26 October Prof. Juan Miguel M. Luz, Prof. Maya Herrera, and Prof. Francisco L. Roman Guest Speaker: Mr. John Sevilla, Chief Operating Officer
Since the topic was on stakeholder and issue analysis, Prof. Maya discussed on the determining factors that would help one identify which are your stakeholders. She also talked about two factors to consider: the interest of the shareholder and community (social) issues.
Aside from this, she also said that to identify the companys direct and indirect stakeholders it is best to look into the footprints and the value chain of the company. Another possible method of identifying stakeholders is using the inside-out and outside-in approach. Companies must also take into account the possible role of NGOs in stakeholder analysis since they can assist in determining the direct or indirect impact areas.
In stakeholder analysis, the most crucial and difficult type of stakeholders are the so-called Mediating stakeholders because they hold the influence over the companys operations. An example of which is the government. They are the most crucial because they hold political influenceeither through policy structures or bureaucracy. They are the most difficult because the company needed to gain their interest and buy-in before the government supports the companys CSR programs.
Prof. Luz, on the hand, discussed the three main drivers of a companys CSR programs: (1) the government and regulatory agencies, (2) the market, and (3) society. Another point he focused is on the cost of implementing CSR. He explained that compliance to standards and regulations may pose additional cost to the company. This may lead companies to transfer its operations where cost of operations are cheaper lower government taxes, lower wages, lower electricity or water charges. However, because of the need for companies to be compliant, business is now trying to be ahead of these regulatory agencies.
Finally he also discussed the varying definition of CSR over the years, from the 1960s Friedman-legal/ economic fulfillment, to the 1990s Mandela (Whitaker): society and community.
Presentation: - JML: 3 Slides
Reading: - Excerpt from the AIM-DLSU Book (Annex 2 of Chapter 5 by MBH plus pp. 129 -139)
Case: Fostering CSR in Primary Education: The Synergeia Experience
DEVELOPING CSR STRATEGY 13 November Prof. Maya Herrera and Prof. Mario Lopez Guest Speaker: Dr. Chito B. Salazar
The session started with a lecture and discussion on Developing a CSR Strategy. Prof. Lopez began with the introduction on the history of BLRits aim and objectives. Prof. Maya then discussed the current developments in CSR, specifically how companies can integrate CSR into their business operations.
A case discussion on the PHINMAs CSR Strategy followed. From a paper and cement manufacturing
9 business, PHINMA has repositioned its business strategy to focus on education and housing. In the last part of the session, Dr. Chito B. Salazar, Senior Vice President of PHINMA, will act as guest speaker to talk with the students the current development of PHINMAs Education Network.
Reading: - Prof. Alfonsos Chapter in the AIM-DLSU Book: Strategic Implications of CSR: Framing the Corporate Strategy Case: - PHINMA: Building a Socially Responsible Company
TALK WITH MR. TONY MELOTO 16 November
The students will attend the symposium with Mr. Tony Meloto, Founder of Gawad Kalinga. As part of the BLR seminar, the students are required to attend. A WAC will then be assigned for the students to complete.
Asian Forum on CSR Speakers 20 November Prof. Francisco L. Roman (Moderator)
As the last session for the BLR seminar, internationally recognized CSR experts were invited to become guest speakers. The objective is for the students to become familiar with current CSR practices and appreciate the value of integrating CSR into the core business operations. The topics discussed were:
- Innovations in CSR in Developed and Developing Countries: Lecture by Mr. Rolf Dietmar, GTZ - Stages and Strategies of Corporate Citizenship: Lecture by Dr. Bradley Googins, Executive Director of the Boston College Center for Corporate Citizenship