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MIT 15 660 - Syllabus

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Course Overview and ObjectivesCourse Reading MaterialsRequired MaterialsOptional ReadingsCourse RequirementsClass ParticipationCourse ProjectCase Write-UpsCourse ScheduleModule 1: USING HR FOR COMPETITIVE ADVANTAGESession 1: The Strategic Importance of HRCase: Southwest Airlines: Using Human Resources for Competitive Advantage (A), Stanford Case #HR-1Session 2: Strategic Execution and Economic Value: Internal and External AlignmentCase: Portman Hotel , HBS 9-489-104Session 3: Using HR for Competitive AdvantageCase: Human Resources at the AES Corporation: The Case of the Missing Department, Stanford Case #HR-3Session 4: Using HR for Competitive AdvantageCase: Morgan Stanley: Becoming a One-Firm Firm, HBS #9-400-043Module 2: HR LeversSession 5: Performance AppraisalCase: The Firmwide 360( Performance Evaluation Process at Morgan Stanley, HBS #9-498053 and Rob Parson at Morgan Stanley (A), HBS #9-498-054Session 6: Work SystemsCase: Slade Plating Department, HBS #9-496-018Session 7: Work SystemsCases: New United Motors Manufacturing, Inc (NUMMI), Stanford Case #HR-11.Session 8: Training and DevelopmentCase: ServiceMaster Industries, Inc., HBS #9-388-064Session 9: Training and DevelopmentCase: The Men's Wearhouse: Success in a Declining Industry, Stanford Case #HR-5.Session 10: Participation and InvolvementCase: Inland Steel Industries (A) HBS#9-992-006Session 11:Participation and InvolvementFilm: Breakdown at Eastern AirlinesSession 12: Measurement and IncentivesCase: Performance Pay at Safelight Autoglass (A) HBS#9-800-291.Session 13: Measurement and IncentivesCase: Visionary Design Systems, HBS #9-495-011Session 14: Measurement and IncentivesCase: The SAS Institute: A Different Approach to Incentives and People Management Practices in the Software Industry, Stanford Case #HR-6Session 15: Measurement and IncentivesCase: Club Med (A) and (B) HBS#9-687-046 and #9-687-047Session 16: Information SharingCase: Jack Stack (A) and (B), HBS #9-993-009 and #9-993-010Session 17: Information SharingCase: PSS World Medical: The Challenges and Growth and the Financial Markets, Stanford Case #HR-12Module 3: Summary and IntegrationSession 18Case: Nordstrom Department Store. Center for Human Resources, Wharton School of the University of Pennsylvania.Session 19Final ClassSummary of Class Sessions and Assignment Due DatesApril 16April 181Professor M. Diane Burton Spring 2001E52-581 MWF(617) 253-5539 [email protected] LocationTeaching Assistant: First Class: April 2, 2001Corrine BenderskyE52-533(617) [email protected] HUMAN RESOURCE MANAGEMENT15.660Course Overview and ObjectivesThis course is about both the design and execution of human resource managementstrategies. This course has two central themes: (1) How to think systematically andstrategically about aspects of managing the organization's human assets, and (2) Whatreally needs to be done to implement these policies and to achieve competitive advantage.This course will not get into the technical details of personnel management such as thepsychometric aspects of test validation, the specifics of job evaluation methods, themechanics of interviewing, or the intricacies of employment law. These topics areprimarily relevant to those intending to be human resource professionals. Instead, thiscourse adopts the perspective of a general manager and addresses human resource topicsfrom a strategic perspective.Many managers and organizations recognize that a critical source of competitiveadvantage often comes not from having the most ingenious product design, the bestmarketing strategy, or the most state of the art production technology, but rather fromhaving an effective system for obtaining, mobilizing, and managing the organization'shuman assets. A number of recent developments, including demographic changes in thelabor force, the rapid pace of technological change, increased global competition,experiments with new organizational arrangements, and public policy attention to workforce issues, are making human resource management topics increasingly important forall managers in organizations. Although many organizations recognize the importance ofmanaging the work force effectively and even "know" what approaches are effective, it isremarkable how often firms and managers fail to implement these approaches.This course is designed to be integrative, drawing upon foundational material to whichyou have been exposed in core curriculum courses. Our orientation will be both analyticaland managerial, focusing on the development of concepts and strategies that can increaseyour effectiveness in developing policies and practices that general managers can use toenhance the value of the people in their organizations.2To integrate the conceptual and applied material the primary course material will be aseries of cases illustrating both successes and failures. You will also be provided withsupplementary readings and lectures that will supply concepts and frameworks. Eachcase will provide an opportunity to use the conceptual material in an analytic way. Tohelp focus your analysis, a set of study questions for each case is included. These can beused to guide your case preparation.It is also important that we take advantage of the experience of class members. So, whererelevant, please feel free to bring your own experiences and illustrations into classdiscussion. Throughout the course--virtually in every session--we will consider how whatwe are discussing differs across settings. Students with global experiences are especiallyencouraged to bring this knowledge into the classroom. The employment relationship inthe U.S. is different in many respects from many other countries, so it is important that asmanagers we appreciate these differences in how human resources might be frameddifferently in other cultures. If we are to meet our goal of increasing your effectiveness inmanaging human resources, it is important to explore how, why, and under whatcircumstances various approaches work. Your previous experience, both positive andnegative, is a valuable source of data for this learning.The course is divided into three sections. The first addresses the implementation ofstrategy and the importance of aligning human resource practices so that they areinternally consistent and produce the skills and behaviors required to make the strategywork. The second section addresses a number of key HR levers available to managers inthe

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