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October Management Development Program Schedule Finalized

Center for Paper Business and Industry Studies North Carolina State University Paper Industry Management Association

Management Development for Enhanced Performance

 October 13-17, 2008 has been cancelled
Next scheduled offering will take place in June 2009 (dates to be determined)


8:15AM-8:30 AM – Welcome and overview -   Vinod Singhal, Associate Director, CPBIS


Session 1 – Monday, October 13, 2008

8:30 AM – 12:00 PM – The Art of Leadership

Faculty:  Professor Luis Martins, Professor of Organizational Behavior, College of Management

Today’s most successful companies are those in which executives at all levels know how to get the most out of themselves and their people.  They are skilled in various leadership approaches and know how to use them for maximum effect.  Also, they understand the key differences between management and leadership and use both to achieve their objectives.  This module will focus on how to be an effective leader in a variety of situations.

  • The role of leadership in organizational success
  • Leadership as a personal and corporate agenda
  • Differences between managing and leading
  • Effective leadership behaviors
  • Various leadership perspectives

Learning objectives:

  • Understand the role of leadership in developing competitive advantage.
  • Identify behavioral differences between more and less effective leaders.
  • Develop a personal agenda for developing leadership skills.

Must Read before class

The Micromanager (HBR Case Study).  HBSP Product #: R0409X. 
Preparation questions:

  • How would you characterize George Latour’s leadership style? Is he a micromanager?
  • In your opinion, what are the costs and benefits of Latour’s leadership style?
  • In what situations might Latour’s leadership style work well, and in what situations might it be ineffective or counterproductive?
  • What is your assessment of Shelley Stern’s reactions to Latour’s leadership style?

In-class Exercise

The Leadership Practices Inventory (LPI): Self Instrument, 3rd Edition. James M. Kouzes


Background readings

What leaders really do. By J. P. Kotter. Harvard Business Review, December 2001. Reprint R0111F.
 Session 2 – Monday, October 13, 2008


1:00 PM – 4:30 PM - Creating Successful Bargaining and Negotiations Outcomes

Faculty:  Professor Christina Shalley, Professor of Organizational Behavior, College of Management

Managers are engaged in daily bargaining and negotiations for resources, delivery schedules, budgets, and performance expectations.  This module will take a methodical and insightful look at the components and techniques of successful bargaining and negotiations.  This module is designed to help participants develop a clear and concise thought process required to plan, conduct, control, and succeed at bargaining and negotiations at all levels.
Specific points that will be covered deal with the discussion of what types of issues are involved in a negotiation, how to effectively bargain distributively, how to effectively bargain integratively, and different negotiation strategies and tactics that can be used. We will also be discussing individual’s own conflict management style and how this enters into the negotiation.  Central to the session are two negotiation role-plays that will help introduce and involve participants in discovering and surfacing some of the above topics.


Learning objectives:

  • To understand the difference between tangible and intangible issues and how each affects the negotiation process.
  • To understand the difference between distributive and integrative bargaining.  Also, to identify when each type of bargaining is more appropriate and highlight strategies and tactics that can be used in either distributive or integrative bargaining.
  • To understand your own personal conflict management style and the implication of this style for dealing with different conflict situations.
  • To understand your best alternative to a negotiated agreement (BATNA) and the power a BATNA provides individuals’ in a negotiation.
  • To understand the difference between interests and positions.

Must complete before class:

Complete and score the Thomas Kilmann Conflict Management Inventory. 

Important additional instructions before you complete the inventory: Please think of how you deal with conflict in one particular arena for all thirty questions. For example, how do you deal with conflicts with your subordinates, or other managers and departments, or with those above you in the organizational hierarchy? People deal with conflict differently depending on who the parties are, power differences, etc. So for example, you usually handle conflict differently at work than you may at home. When completing this inventory, try to answer each question for the same type of conflict.

After the class session – you will receive for your own reading Getting to Yes

Suggested Reading

Six Habits of Merely Effective Negotiators by James K. Sebenius, Harvard Business Review onpoint enhanced edition, March 1, 2002

Negotiating the Spirit of the Deal by R. Fortgang, D. Lax, and J. Sebenius, Harvard Business Review onpoint enhanced edition, February 1, 2003

Negotiating When Your Job Depends on It by N. Morgan, Harvard Management Communication Letter Article, September 01, 2002.


Session 3 – Tuesday, October 14, 2008

8:30 AM – 12:00 PM - Leveraging People Resources for Improved Performance

Faculty:  Professor Charles Parsons, Professor of Organizational Behavior, College of Management

Line and staff managers are taking more responsibility with respect to reviewing, developing, and motivating those who work for them and creating a flexible and adaptable workforce.  This session will discuss valuable people-related strategies that can be implemented to energize your work force and organizational performance.  Topics that will be covered include general manager as human resource manager, strategic models of human resources, and high performance work systems.


Learning objectives:

  • Understand the forces shaping human resource management today
  • Understand issues concerning legal compliance and employment law
  • Understand the various roles that the HR function can play in facilitating organizational effectiveness
  • Understand the advantages and disadvantages of various strategic models of HR
  • Understand the role of the general manager as a human resource manager
  • Improve understanding and skill in diagnosing a human resource management “situation” and discussing and choosing from various solutions


Read before class:

Read KomTek (A) prior to coming to class.  We will read part B in class.

1. Why is Bob Kervick, in 1989, so concerned about KomTek’s ability to compete in the future, in spite of its current apparent health as a business?  What aspects of the company need to change in order to promote its competitiveness?  Be sure to consider KomTek’s organizational culture and its human resource management practices.

2. How do the basic production jobs at KomTek affect the motivation of the employees?  How could you redesign those jobs in order to make them more motivating and draw more on the knowledge of the employees to aid in solving business problems faced by the company?

3. Think of similar company situations in the pulp and paper industry, either past or present.  What role does human resource management (HRM) most often play in helping companies gain or maintain competitiveness?  What role should HRM play?  Why?

Session 4Tuesday, October 14, 2008

1:00 PM – 4:30 PM – Capital Effectiveness

Faculty:  Robert Kinstrey, Director, Process Technology, Jacobs Engineering Group

The paper industry is one of the most capital intensive of the North American industries.  The Industry has spent upwards of $18 billion/year on capacity expansions but it has failed to return the cost of capital required for those projects.  Effective capital spending starts with proper planning.  Planning includes evaluation of technologies, markets, and economic models.  Capital effectiveness also includes utilizing “Best Practices” that can save up 20% of the projects total installation costs (TIC).  This module will discuss what it takes “To do the Right Job, Right!”

  • Review the industry’s capital spending background and performance
  • Understand the criteria for capital planning
  • Understand the relationship between technology, markets and strategic planning
  • Understand the “Front End Loading” (FEL) process
  • Understand why it is important to apply “Best Practices”
  • Exercise using the PDRI tool to evaluate one of your recent projects


Assignment before Class

Select a recent capital project and understand its impact on your company’s strategic business, including what was considered in the preliminary project planning process (technologies, markets, and relationship to existing business).

Evening Session:  Tuesday, October 14, 2008 at the Marriott Courtyard, Techwood Drive

5:30 PM to 6:15 PM:  Cocktails

6:15 PM to 7:00 PM:  Dinner

7:00 PM to 8:00 PM:  Guest speaker: Robert Kinstrey, Director, Process Technology, Jacobs Engineering Group

“Need for and Direction in Paper Machine Innovation”



About CPBIS: The Center for Paper Business and Industry Studies (CPBIS) is an internationally recognized academic research center providing business knowledge of relevance to the global forest products industry. The CPBIS is cosponsored by the Alfred P. Sloan Foundation, the Georgia Institute of Technology (Georgia Tech), and the Paper Industry.



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