PELLISSIPPI STATE TECHNICAL COMMUNITY COLLEGE MASTER SYLLABUS
	STRATEGIC BUSINESS MANAGEMENT & LEADERSHIP  CUE 2230
	Class Hours: 3.0										Credit Hours: 3.0
	Laboratory Hours: 0.0										Date Revised: Fall 05
	NOTE: This course is not designed for transfer credit.
	Catalog Course Description:
			This course will expose students to various authors on leadership and the future. The course will identify students’ skills and potential to enable them to move into progressively challenging roles that will have positive impacts on other individuals and on the future of credit unions.
	Entry Level Standards:
			None
	Prerequisites:
			None
	Textbook(s) and Other Course Materials:
			Drucker Foundation, The Leadership of the Future, Jossey-Bass, New York,      New York, 1996. Gary Hamel and C. K. Prahalad, Competing for the Future, Harvard Business      School Press, 1994. George Watson, Strategic Business Management and Leadership, CUNA, 1999. Rebecca P. McCoy, Strategic Business Management and Leadership, A Review      Guide for CCUE Course 2200, R P McCoy & Associates, 2000.
	I. Week/Unit/Topic Basis:
			Week							Topic
			1							Organizations of the future Organizations- new language- new leadership Creating organizations with many leaders
			2							Organizations of the future (cont.) Learning organizations Organizational builders and maintainers
			3							Organizations of the future (cont.) Organizational diversity The upside-down pyramid
			4							Leadership of the future What it will take to be world class
			5							Leadership of the future (cont.) Seven lessons for leading in the future How to create a performance oriented future
			6							Leadership of the future (cont.) Peacetime management and wartime leadership A recipe for glue
			7							Learning to be a future leader The new paradigm Developing three-dimensional leaders
			8							Learning to be a future leader (cont.) New skills for new roles Self leadership- the ultimate task
			9							Learning to be a future leader (cont.) Learning to be a follower Credibility x capability
			10							Executive perspectives on leadership C. William Pollard-  Service Master Company Alfred C. DeCrane, Jr. – Texaco Inc. Alex Mandl- AT&T
			11							Executive perspectives on leadership (cont.) William C. Steere, Jr.- Pfizer William N. Plamondon- Budget Rent a Car Corporation
			12							Executive perspectives on leadership (cont.) Steven M. Bornstein- ESPN Sara E. Melendez- Independent Sector George B. Weber- Red cross and Red Crescent Society
			13							Competing for the future Assessing your organization Regenerating versus reinventing versus reengineering The new strategy paradigm Altering the companies “genetic code” Seeing the future before it arrives
			14							Competing for the future (cont.) Crafting a strategic architecture Creating a competitive advantage Building futuristic core-competencies Securing the future Thinking differently
			15							Final Exam Period
	II. Course Objectives*:
			A.					Define the major characteristics of organizations of the future. I, II
			B.					Define the major leadership characteristics of the future. I, II
			C.					Compare and contrast several executive perspectives on leadership.  I, II
			D.					Develop strategies for effective planning and leadership in competing for the future.  I, II
	*Roman numerals after course objectives reference goals of the Business and Community Services department.
	III. Instructional Processes*:
	Students will:
			1.						Take part in course assignments such as team discussions; team case studies;   team projects; experiential exercises; oral, written, PowerPoint, and/or email   presentations; Internet research; etc. to help develop teamwork, leadership, and   follower-ship skills. Communication Outcome, Social/Behavioral Sciences Outcome, Technological Literacy Outcome, Transitional Strategy, Active Learning Strategy
			2.						Perform course assignments such as team discussions; team case studies; team   projects; experiential exercises; oral, written, PowerPoint, and/or em presentation;  Internet research; etc. to help develop critical thinking, problem solving, goal  setting, and planning skills. Communication Outcome, Social/Behavioral Sciences Outcome, Technological Literacy Outcome, Transitional Strategy, Active Learning Strategy
			3.						Practice elements of the work ethic such as professionalism, preparedness,  punctuality, honesty, cooperation, dependability, contribution, effectiveness, and  good manners. Transitional Strategy
	*Strategies and outcomes listed after instructional processes reference TBR’s goals for strengthening general education knowledge and skills, connecting coursework to experiences beyond the classroom, and encouraging students to take active and responsible roles in the educational process.
	IV. Expectations for Student Performance*:
	Upon successful completion of this course, the student should be able to:
			1.					Describe organizational builders and maintainers. A
			2.					Describe the upside down pyramid. A
			3.					Discuss the seven lessons for leading in the future. B
			4.					Contrast peacetime management and wartime leadership. B
			5.					Describe the three-dimensional leader. B
			6.					Discuss the credibility vs. capability principle. B
			7.					Compare and contrast the Texaco’s and Pfizer’s perspectives on leadership. C
			8.					Compare and contrast the ATT’s and ESPN’s perspectives on leadership. C
			9.					Define the process of assessing an organization. D
			10.					Contrast regenerating versus reinventing versus reengineering. D
			11.					Describe the new strategy paradigm. D
			12.					Describe the process of building futuristic core-competencies. D
	*Letters after performance expectations reference the course objectives listed above.
	V. Evaluation:
			A. Testing Procedures:
							Minimum of three major tests recommended
			B. Laboratory Expectations:
						N/A
			C. Field Work:
						N/A
			D. Other Evaluation Methods:
						N/A
			E. Grading Scale:
						90 - 100     A  80 -  89      B  70 -  79      C  60 -  69      D  Below 60  F
	VI. Policies:
			A. Attendance Policy:
						Pellissippi State Technical Community College expects students to attend all scheduled instructional activities.  As a minimum, students in all courses must be present for at least 75 percent of their scheduled class and laboratory meetings in order to receive credit for the course.
		B. Academic Dishonesty Policy:
				Academic misconduct committed either directly or indirectly by an individual or group is subject to disciplinary action. Prohibited activities include but are not limited to the following practices: Cheating, including but not limited to unauthorized assistance from material, people, or devices when taking a test, quiz, or examination; writing papers or reports; solving problems; or completing academic assignments. In addition to other possible disciplinary sanctions that may be imposed as a result of academic misconduct, the instructor has the authority to assign either (1) an F or zero for the assignment or (2) an F for the course.
C.  Accommodations for disabilities:
					If you need accommodations because of a disability, if you have emergency medical information to share, or if you need special arrangements in case the building must be evacuated, please inform the instructor immediately. Please see the instructor privately after class or in his/her office. Students must present a current accommodation plan from a staff member in Services for Students with Disabilities (SSWD) in order to receive accommodations in this course. Services for Students with Disabilities may be contacted by going to Goins 127 or 131 or by phone: 694-6751(Voice/TTY) or 539-7153.