最新糖心Vlog

Program Director Contact Details:
Project Management
Name: Dr Graciela Corral de Zubielqui
Email: graciela.corraldezubielqui@adelaide.edu.au


Teaching Staff:

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Email: anama.morriss@adelaide.edu.au

Phone: 0404 032 807

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Teaching Staff:

Trimester 2
Name: Dr Anton Jordaan

Short Bio:
Anton Jordaan was originally trained as an accountant and tax specialist.

Five years after setting up an accounting and tax consultancy, he sold his shares to his partners and set out to establish, grow and harvest a number of business ventures in the education and training space.

In subsequent years, one of his businesses was acquired by a stock exchange listed company; and a few years later his business was involved in an IPO. Following the IPO he served as a director of this newly listed company for 2 years.


Email: anton.jordaan@adelaide.edu.au

Phone: As I travel overseas often, email is my preferred method of contact.

Opening intensive:
Thursday 14th and Friday 15th April 2016
9am to 6pm
Nexus10 UB35 Teaching Room

Closing intensive:
Thursday 12th and Friday 13th May 2016
9am to 6pm
Marjoribanks 126 Santos Lecture Theatre

1	Demonstrate knowledge and understanding of the latest research and development of leadership theories and practice;
2	Competently use research and professional practice tools for a range of contemporary leadership issues affecting commercial and government organisations;
3	Develop confidence in leadership roles within organisations through an awareness of current leadership and management theories;
4	Recognise their own and the personality profile of others, and how it affects leadership;
5	Recognise the differences between leadership of the CEO and top-team and first-line supervisors;
6	Develop competence in communication and engagement approaches, including recognition of emotional intelligence, connecting with staff, providing feedback, and team management generally;
7	Develop competence in recognition and understanding of stages of team development, team dynamics and team role preferences;
8	Develop competence in recognition of the need for continued personal professional development;
9	Develop competence in maintain ethical, social and cultural standards on projects.

The 最新糖心Vlog’s preferred textbook supplier is Unibooks:  

Text book:

No text required; however if you can gain access to any of the following three books, they are very good references for the subject overall:

Carlopio, J & Andrewartha G. 2012. Developing Management Skills: A Comprehensive Guide for Readers. Pearson 最新糖心Vlog. Frenchs Forest.

McKee, A., Kemp, T. & Spence, G. 2013. Management: A Focus on Leaders. Pearson 最新糖心Vlog. Frenchs Forest.

Northouse P. 2013. Leadership: Theory and Practice, 6th edition. Sage Publications, California. This book is particularly valuable for its coverage of a wide range of leadership models, concepts and theories.

The following readings are provided on MyUni:


Pre-reading
Hofstede, Geert 1983, The cultural relativity of organizational practices and theories, Journal of International Business Studies, vol. 14, no. 2, pp. 75-89.

McKee, A., Kemp, T. & Spence, G. Ch. 9 Organising for a complex world: structure and design in Management: A Focus on Leaders. 2013 Pearson 最新糖心Vlog, p. 286-298

Mintzberg, Henry, Quinn, James Brian, Anderson, Philip & Finkelstein, Sydney 1996, '[Extracted from] Dealing with structure and systems', in Mintzberg, Henry & Quinn, James Brian, The strategy process : concepts, contexts, and cases, 3rd ed., Prentice Hall, Upper Saddle River, N.J., pp. 331-362.

Northouse, P.G. Chapter 15 Culture and Leadership in Leadership: Theory and Practice, 6th Edition 2013 Sage Publications L.A. pp. 335-361

Porter, Michael E. c1985, 'Competitive strategy: the core concepts', in Porter, Michael E., Competitive advantage : creating and sustaining superior performance, Free Press, New York, pp. 1-30.

Porter, Michael E. c1985, 'Competitive strategy: the core concepts', in Porter, Michael E., Competitive advantage : creating and sustaining superior performance, Free Press, New York, pp. 1-30.

Quirke, B. 2010, Steering leaders out of a crisis using effective communication: How to help leaders regain trust from their people. SCM Vol. 14, Issue 1, pp. 24-27

During the first Intensive         
Arvonen, Jouko & Ekvall, Göran 1999, Effective leadership style: both universal and contingent?, Creativity and Innovation Management, vol. 8, no. 4, pp. 242-250.

Bass, Bernard 1993, The inspirational processes of leadership, The Journal of Management Development, vol. 7, no. 5, pp. 21-31.

Iles, P. & Feng, Y. 2011, Distributed leadership, knowledge and information management and team performance in Chinese and Western groups, Journal of Technology Management in China, vol. 6, no. 1, pp. 26-42.

Lencioni, Patrick 2002, 'Understanding and overcoming the five dysfunctions', in Lencioni, Patrick, The five dysfunctions of a team: a leadership fable, Jossey-Bass, San Francisco, Calif., pp. 195-220.

Margerison & McCann, "The concepts: work preferences" Team Management Systems Worldwide. (accessed Nov 2012). http://www.tms.com.au/tms07.html

Martin, A. & Ernst. C. 2005, Leadership, learning and human resource management: Exploring leadership in times of paradox and complexity. Corporate Governance, Vol. 5, No. 3., pp. 82-94.

Uhl-Bien, Mary, Marion, Russ & McKelvey, Bill 2007, Complexity leadership theory: shifting leadership from the industrial age to the knowledge era, The Leadership Quarterly, vol. 18, no. 4, pp. 298-318.

Between Intensives
Bratvold, Reidar B. & Begg, Steve H. 2010, 'How to make good decisions', in Bratvold, Reidar B. & Begg, Steve H., Making good decisions, Society of Petroleum Engineers, Richardson, TX, pp. 17-57.

Schein, Edgar H. 2003, On dialogue, culture, and organizational learning, Reflections, vol. 4, no. 4, pp. 27-38.

During the second Intensive
Kotter, John P. & Cohen, Dan S. 2002, 'Introduction: the heart of change' in Kotter, John P. & Cohen, Dan S., The heart of change: real-life stories of how people change their organizations, Harvard Business School Press, Boston, pp. 1-14.

McKee, A., Kemp, T. & Spence, G. Ch. 12 Organisational Controls: People Processes Quality and Results in Management: A Focus on Leaders. 2013 Pearson 最新糖心Vlog pp. 416-426, 436-439

Petersen, D. n.d., SafeWork Bookshelf, 4th Edn., Safety Policy, Leadership and Culture, International Labour Organization, Refer to Vol. 2, Part 8, Section 59, (accessed Nov. 2012). http://www.ilo.org/safework_bookshelf/english?content&nd=857170683

Safework 最新糖心Vlog website, -information for safety in the workplace, (accessed Nov 2012).  http://www.safeworkaustralia.gov.au/sites/swa/pages/default

Whiteley, Alma 1995, [Extracted from] Managing change : a core values approach, in Whiteley, Alma, Managing change : a core values approach, Macmillan Education, South Melbourne, pp. 42-65, 132.

The following readings will add depth to your studies. Some articles can be downloaded for free through the university library.

Pre-reading
Arvonen, Jouko & Ekvall, Göran 1999, Effective leadership style: both universal and contingent? Creativity and Innovation
Management, vol. 8, no. 4, pp. 242-250.
Also listed week 2 and required 

Grobman, G.M. Complexity Theory: A New Way to look at Organizational Change Public Administration Quarterly, Vol. 29, No. 3/4 (FALL 2005-WINTER 2006), pp. 350-382

Hofstede, G. Cultures and organisations: Software of the Mind/ Intercultural Cooperation and its importance for survival,Profile
Books London UK 2003

Hofstede, Geert, Asian management in the 21st century, Asia Pacific Journal of Management, vol. 24, no. 4, pp. 411-420  2007

Kamensky , John M. 2011, Managing the Complicated vs. the Complex, IBM Center for The Business of Government Fall/winter

McCann, Joseph E. & Selsky, John Hyperturbulence and the emergence of type 5 environments, The Academy of Management Review, vol. 9, no. 3, pp. 460-470. 1984

Snowden, D. & Boone, M. A Leader’s Framework for Decision Making, HBR Nov. 2007

Stacey ,R.D.The science of complexity: an alternative Perspective for strategic change Processes, Strategic Management Journal, Vol.16, 477495 (1995)

Bass, B.M. & Riggio, R.E. Transformational Leadership 2nd Edition. Mahwah, New Jersey: Lawrence Erlbaum Associates, 2006

Bolden, Richard 2011, Distributed leadership in organizations: a review of theory and research, International Journal of Management Reviews, vol. 13, no. 3, pp. 251-269.

Fitzsimons, Declan, Turnbull James, Kim & Denyer, David 2011, Alternative approaches for studying shared and distributed leadership, International Journal of Management Reviews, vol. 13, no. 3, pp. 313-328.

Gronn, Peter 2002, Distributed leadership as a unit of analysis, The Leadership Quarterly, vol. 13, no. 4, pp. 423-451.

Hersey, P., Blanchard, K. Johnson, D.E.  Management of Organizational Behavior : Leading Human Resources 10th edn Prentice Hall Inc 2007

Kotter, J. P. “What Leaders Really do.” Harvard Business Review, May -June p104-111 1990

Senge, P., Kleiner, A., Roberts, C., Ross, R., Roth, G. & Smith, B. The Dance of Change: the challenge of sustaining momentum in
learning organisations. New York: Doubleday Currency, 1999.

Read the interviews of some 最新糖心Vlogn community leaders to find out what they see as the key attributes of a leader and the
challenges to leadership today at our community website (accessed Nov 2012) (video) http://www.ourcommunity.com.au/leadership/leadership_article.jsp?articleId=744

Summary of Situational Leadership Model
http://www.12manage.com/methods_blanchard_situational_leadership.html

Summary of Meredith Belbin team roles (accessed Nov 2012).
http://www.improvingteams.com/using-the-nine-belbin-team-roles-for-team-development
  
Barnett, K. & McCormick, J. Leadership and Team Dynamics in Senior Executive Leadership Teams, Educational Management
Administration & Leadership 40(6) 653–671, 2012
http://ema.sagepub.com/content/40/6/653

Berry, G. Enhancing Effectiveness on Virtual Teams: Understanding Why Traditional Team Skills Are Insufficient, Journal of Business
Communication April 2011 48: 186-206, 2011
http://job.sagepub.com/content/48/2/186

Burnes, B. (2005), Complexity theories and organizational change. International Journal of Management Reviews, 7: 73–90

Dackert, Ingrid, Lööv, Lars-Åke & Mårtensson, Malin , Leadership and climate for innovation in teams, Economic and Industrial
Democracy, vol. 25, no. 2, pp. 301-318.2004

Niederman, F & Tan, F Managing global IT teams; Considering cultural dynamics Communications of the ACM  April 2011 , vol . 54 , no. 4, 2011

Nonaka, Ikujiro & Takeuchi, Hirotaka 1995, '[Extracted from] The knowledge-creating company : how Japanese companies
create the dynamics of innovation' in Nonaka, Ikujiro & Takeuchi, Hirotaka, The knowledge-creating company : how Japanese companies create the dynamics of innovation, Oxford 最新糖心Vlog Press, New York, pp. 65, 224-246

Tuckman, B.W. & Jensen, M.A. 1977 Stages of Small-Group Development Revisited Group & Organization Management, 2(4),
419-427. Group & Organization Management, Sage Publications 

Xiao-Hua (Frank) Wang, Jane M. Howell, A multilevel study of transformational leadership, identification, and follower outcomes,
The Leadership Quarterly, Volume 23, Issue 5, October 2012, Pages 775-790

Johnson, S., Who moved my cheese? Random House Publishing 1999

Between Intensives
Zimmerman, B., Lindberg, C. &  Plsek, P. Nine Emerging and Connected Organizational and Leadership Principles Adapted 1998,From: Edgeware: Lessons From Complexity Science for Health Care Leaders, by Zimmerman, B.,  Lindberg, C. &  Plsek, P, 
Dallas, TX: VHA Inc.1998,"

Cavazotte, F.,Moreno, V.,  Hickmann, M. Effects of leader intelligence, personality and emotional intelligence
on transformational leadership and managerial performance, The Leadership Quarterly, Volume 23, Issue 3, June 2012, Pages 443-455, 2012

Communicating without Words (video)

Chung, J.  Chi (Qi) process: the interplay of opposites in selected communication contexts,
China Media Research. 7.4 (Oct. 2011) p85. 2011

Goleman, D. Emotional Intelligence. London: Bloomsbury Publishing, 1996

Karl, Katherine A. & Sutton, Cynthia L.  Job values in today's workforce : a comparison of public and private sector employees, Public Personnel Management, vol. 27, no. 4, pp. 515-527. 1998,

Hoogervorst, van der Flier, H,  Koopman, P.  "Implicit communication in organisations: The impact of culture, structure and management practices on employee behaviour", Journal of Managerial Psychology, Vol. 19 Iss: 3, pp.288 - 311 (2004)

Bushe, G. “Five Theories of Change Embedded in Appreciative Inquiry” 1998, Published in Cooperrider, D. Sorenson, P., Whitney,
D. & Yeager, T. (eds.)(2001) Appreciative Inquiry: An Emerging Direction for Organisation Development (pp.117-127). Champaign, IL: Stipes.

Thomas, E. C. Appreciative Inquiry: A Positive Approach to Change. http://www.ipspr.sc.edu

During the second Intensive    
Murray, K, Toulson, P. & Legg, S. Generational cohorts’ expectations in the workplace: A study of New Zealanders Asia Pacific
Journal of Human Resources December 2011 49: 476-493  2011
http://apj.sagepub.com.proxy.library.adelaide.edu.au/content/49/4/476

Kotter, J  Leading Change Harvard Business School Press 1996

Whiteley, A. Managing change: A Core Values Approach. Melbourne: MacMillan Education 最新糖心Vlog Pty Ltd, 1996.

Library Resources

The 最新糖心Vlog of Adelaide’s Barr Smith Library provides a range of learning resources including texts, journals, periodicals, magazines, and access to online databases and information services. It also offers a virtual library which is accessible via the 最新糖心Vlog’s website. The 最新糖心Vlog Library web page is:  
From this link, you are able to access the Library's electronic resources.

Other resources
If you are a member of the PMI () you will “gain exclusive access to PMI publications and our global standards*, networking options with our chapters and online communities of practice, and leadership and volunteer opportunities. You’ll also receive discounts on certification exams and renewals, as well as our professional development offerings.” Student membership is USD$40 to join and USD$30 to renew.

* Log in to access complimentary read-only PDFs of all of PMI's published standards or take advantage of discounts on paperback editions

MyUni is the 最新糖心Vlog of Adelaide's online learning environment. It is used to support traditional face-to-face lectures, tutorials and workshops at the 最新糖心Vlog. MyUni provides access to various features including announcements, course materials, discussion boards and assessments for each online course of study (see:  

This course is offered in blended learning mode with the face-to-face component offered as intensives. Students need to attend the whole program as their learning is developed through work in groups within the intensives.  Reading the Notes and watchjing the Storyline presentations before class will deepen their understanding and the value of the intensives.

As a guide, a 3 unit course comprises a total of 156 hours work (this includes face-to-face contact, any online components, and self directed study).

Intensive	Content	Readings	Activities
1	Business & Environmental Context Leadership Models Teams	Notes Readings Optional Readings	· Questionnaire · Discussion
2	Leadership Models Teams	Notes Online presentations Readings Readings Optional	· Case study · Self reflection · Discussion . Commence work on Assignments
3	Engaging People Communication and Influence	Notes Readings Optional Readings	· Self reflection · Video · Practice exercises . Discussion
4	Leading and Organisational Structures Leaders' organisation responsibilities	Notes Readings Optional Readings	· Discussion · Case study · Discussion

The intensives are presented in an interactive way, including small group discussion and assignment. Attendance at all sessions means that you and your fellow students will experience some of the group processes explored in the course, and  deepen your understanding.

An overview of the course assessment appears in the following table. Details appear in the following section:

PMBOK is a registered marks of the Project Management Institute, Inc

Assessment No.	Form of Assessment/Collaborative Task	Length (in word count)	Weighting	Due Date	Learning outcomes covered (see 2.1 for detail)
1a	Leadership of Organisations Quiz: Individual		10%	See MyUni	1,5
1b	Team Development Quiz		5%		7
2	Major Project: Leadership Project: Coordinated individual assignment	7000 words	45%	See MyUni	3-6,9
3	Leadership of Organisations Questionnaire 2		10%	See MyUni	2,9
4	Safety & Health Assignment	1500 words	15%	See MyUn	2,9
5	Learning Logs (3) – written: Individual	700 words each at least 1 after first intensive	15%	See MyUni	3,4,8
	Total		100%

 

Students must complete all course assessment requirements and must attend lectures to be eligible to pass the course.

Course results are subject to moderation by the ECIC Board of Examiners

Assessment 1a: Leadership of Organisation Questionnaire  1
Weighting: 5%
Due Dates: See MyUni
Submission Details: Online through MyUni
Learning objectives 1

Assessment 1b: Team Development Questionnaire
Weighting: 5%
Due Dates: See MyUni
Submission Details: Online through MyUni
Learning objectives 1, 7

Assessment 2: Major Project: Leadership Project (Coordinated individual assignment)
Weighting: 45% (Individual = 36%: group = 9%)
Due Dates: See MyUni
Submission Details: Online through MyUni

Task:
Prepare a Report of a maximum of 7000 words on the topic below. It should be structured with headings and sub-headings and include an Executive Summary, Table of Contents, and Bibliography, and refer to the literature where appropriate.

This is an Individual assignment coordinated into a Group exercise. Each member of the group writes a section of the report on one of the aspects listed below, with a maximum of 1750 words. The student’s name and number should be listed against the section they wrote. The Report must reflect a common coherent approach to the project. The Group will need to meet to select the project, allocate sections, prepare the report and ensure that the different sections of the Report are consistent and support each other. 80% of your grade will come from the mark you received for the section you wrote and 20% from the overall grade for the Report.

You will have reminders during the intensive to consider the issues raised during the session’s topic for the paper and the opportunity for some preliminary Group discussion.

An outline may be submitted one week after the end of the first intensive session for Instructor feedback.

Topic:
Prepare a Report for the project sponsor, identifying the leadership issues for the project.

Choose an organisational scenario. It can be an actual situation or one you create.

As a middle level manager you were selected to guide the implementation of a change initiative to improve the performance of your section. The section has many staff members who have worked in the same area for a long time. Some of them work in a physically demanding environment. Recently new technical staff joined the section, increasing the proportion of women and of younger staff. Competition in your industry has increased and if the changes are not achieved then the area may be closed or outsourced. You have 5 months to show results.

· Briefly describe the key elements of the project, and its objectives in the context of the broad nature of the business (commercial, not for profit, public sector), the organisational configuration and the pressures impacting on the business that affect the leadership of the project.
· Identify the challenges in establishing a high performing project team, the roles, required knowledge and commitment of the individuals, including potential conflicts and how this can be handled
· Discuss
o The leadership approach most appropriate for this project,
o Communication strategies including managing key relationships with stakeholders and other sections of the organisation.
· How will the company’s formal and informal people management and risk management policies and alignment processes be applied or need to be adapted to achieve the project objectives, including management of the end of the project.


Length and Presentation:
7000 words maximum

Criteria by which your assignment will be marked:
· Demonstrated quality and depth of analysis and critical thinking
· Demonstrated understanding of concepts covered in the course learning materials
· Demonstrated ability to transfer or apply theories and concepts covered in the course to this topic and to realistic situations.
· Demonstrated ability to apply theories to realistic situations
· Quality of writing

Learning objectives with this assessment (refer to section 2.1): 1,2, 3, 4, 6, 9

Assessment 3: Leadership of Organisation Questionnaire  2
Weighting: 5%
Due Dates: See MyUni
Submission Details: Online through MyUni
Learning objectives 1

Assignment 4: Safety and Fairness Assignment (Individual)
Weighting: 15%
Due Date: See MyUni
Submission Details: Online through MyUni

Task:
Read the following scenario and then identify the health, safety and equity issues and identify how they should be addressed. Your analysis should be a maximum of 1500 words in length.

Scenario

The eight unit managers met with the Division Head to review the demand for services in order to prepare the submission for funding for the next financial year. As usual there was an increase in clients identified by the Case Workers and limited opportunities for increased funding. Each manager had to put their unit’s case and then the group would have to work out the priorities. The scheduled meeting had been deferred twice and now, at 3.00 p.m. a week before the deadline, the parties were together in the basement room. No one was expecting to leave on time today and the Division head was a Shaper, driving the task to completion with as few breaks as possible.

It’s going to be a marathon session, thought Paula as she wondered whether she would be able to get out to get some food before her diabetes caused problems. Lennie clutched his sheaf of case notes, wondering if he could get a word in early enough to make his points before he had to leave to collect the kids from childcare. If the meeting had run as scheduled he wouldn’t be under this pressure because he arranged for one of the other parents to collect them. Maris looked around the long narrow table as she entered trying to work out where she could position herself to best influence the head and the other key players. The room was already stuffy and wouldn’t get more comfortable as the evening wore on. At least she had some water in her drink bottle. As the room filled up and piles of paper supporting the presentations, were dumped on the table and behind chairs.

Grading will be based on your understanding of Occupational Health and Safety and Equity principles use of range of information sources and develop effective and innovative solutions, and managers’ responsibilities for professional behaviour.

Length and Presentation:
1500 words maximum

Criteria by which your assignment will be marked:
· Demonstrated understanding of management responsibilities in an organisation.
· Demonstrate effective and innovative solutions to OH&S, equity, and meeting issues.
· Demonstrated ability to transfer or apply concepts covered in the course to this topic.
· Quality of writing.

Learning objectives with this assessment (refer to section 2.1): 2, 9

Assessment 5: 3 Learning Logs (Individual)
Weighting: 15%
Due Dates: At least one Learning Log submitted after the first Intensive
The remaining Logs submitted after the second Intensive
Submission Details: Online through MyUni

Task:
Prepare at least 3 Learning Log Entries from the list below. Issues for consideration and action are those explored in the course. (In addition you can also use this as a journal to add unprompted reflection. )

Learning Log Topics.
1. Outline the internal and external pressures on your organisation and the implications for your role.

2. Leader Role models
· Identify three leaders in your life.
· Briefly describe the 3 scenarios illustrating their leadership outcomes and style;
· Analyse how they influenced you and others;

3. Based on what you’ve read, determine what your team role preferences are. Describe how your personal traits and preferences impact on how you work in a team.

4. Leadership development planning
a) Part 1: Identify your MBTI preferences and reflect on your leadership style.
b) Part 2: Self-reflection and good feedback are invaluable tools in developing your leadership skills. Identify and note:
· What are the attributes of a good leader that you would like to acquire?
· What skills do you need in order to lead and manage projects to completion?

5. Reflect on your own communication skills. When do you communicate well? Where could you improve?

6. What challenges do you think you would face as a leader seeking to implement a change process in your organisation?
Length and Presentation:
700 words for each log

Criteria by which your assignment will be marked:
· Demonstrated ability to transfer or apply concepts covered in the course to this topic.
· Demonstrated awareness of own style/perspective and insights into implications for own behaviour.
· Demonstrated quality and depth of analysis.
· Demonstrated quality of writing

Learning objectives with this assessment (refer to section 2.1): 8, 3, 4

All text based assignments must be submitted via MyUni.
Please refer to step by step instructions:  

There are a few points to note about the submission of assignments:

• Assignment Submission: Assignments should not be emailed to the instructor but should be lodged via the MyUni Course site. Note that assignments may be processed via TURNITIN which is an online plagiarism prevention tool.
• Cover Sheet: Please submit, separate to your assignment, the completed 最新糖心Vlog of Adelaide Assessment Cover Sheet providing details of yourself and your team members (if applicable), your assignment, the course, date submitted, etc. as well as the declaration signed by you that this is your (your team’s) work. Note that the declaration on any electronically submitted assignment will be deemed to have the same authority as a signed declaration.
• Backup Copy of Assignments: You are advised to keep a copy of your assignments in case the submitted copy goes missing. Please ensure that all assignment pages are numbered. If your assignment contains confidential information, you should discuss any concerns with the Course Lecturer prior to submission.
• Extensions of Time: Any request for an extension of time for the submission of an assignment should be made well before the due date of the assignment to the Course Lecturer. Normally, extensions will only be granted for a maximum of two weeks from the original assignment submission date. Extensions will only be granted in cases of genuine extenuating circumstances and proof, such as a doctor’s certificate, may be required.
• Failure to submit: Failure to submit an assignment on time or by the agreed extension deadline may result in penalties and may incur a fail grade. Note that a late penalty of 5% of the total available marks for that assessment item will be incurred each day an assignment is handed in late. Assignments handed in after 14 days from the due submission date will fail even if a 100% mark is granted for the work.

"As a result of feedback in the past I have revised some of the assessment formats in this course, and expanded the content to include a section and references on Virtual Teams. I continue to provide feedback and support to students as this is much appreciated, according to the SELTS." Anama Morriss