Three credits. Prerequisite: open only to MBA students, others with consent. Not open for credit to students who have passed MGMT 5183.
Today’s business climate demands that organizations and their managers be innovative, flexible, adaptive, and capable of maximizing the contributions of all their members. In addition, effective managers must possess the leadership and team skills necessary to manage an increasingly diverse work force. This course examines topics such as leadership, motivation, team dynamics, organization structure, design and culture, conflict, power and politics.
1.5 credits. Prerequisite: open only to MBA students, others with consent. Not open for credit to students who have passed BLAW 5182.
Analysis of the challenges inherent in navigating competitive markets with the objective of adopting strategies to achieve value creation, and assess the fit between internal capabilities and the competitive landscape to identify and plan for potential threats and opportunities from environmental change.
1.5 credits. Prerequisite: open only to MBA students, others with consent. Not open to students who have passed BLAW 5182.
Development and improvement of “people skills” as they relate to managing individuals and teams in organizations. Prepares students to understand how to best organize and motivate the human capital of the firm, how to solve problems effectively, influence the actions of individuals and lead successful teams. Topics include personality, perceptions and perceptual distortions, decision making, developing a motivational climate and effective incentive systems, creative problem solving, managing conflict and negotiations, designing and managing diverse teams and team processes. Through the use of experiential exercises and role-playing, participants are given a “hands-on” opportunity to practice and refine their management skills as well as to gain significant insight into their own strengths and weaknesses as a manager.
1.5 credits. Prerequisite: MGMT 5182.
Builds upon the individual and team managerial skills developed in MGMT 5182 by focusing on “people skills” as they relate to managing oneself and others within an organizational context. Prepares students to navigate and succeed in a complex organizational environment. Topics include organizational design, culture, managing diversity, understanding and managing social networks, power, politics, and organizational communications. Through the use of cases, experiential exercises and role playing, participants are given a “hands-on” opportunity to practice and gain insight into their managerial skills as they pertain to the larger organizational context.
1.5 credits. Prerequisite: MGMT 5181.
Focus on the needs of key organizational stakeholders and the understanding the impact of decisions by individual functional areas on the entire organization. Students will draw upon knowledge from multiple academic disciplines to develop organizational strategies, designs, and resource allocations that can improve firm performance from a holistic perspective.
Three credits. Prerequisite: open only to MBA students, others with consent. Not open to students who have passed BLAW 5182
Introduces students to the roles individual consultants and consulting firms play in enhancing the effectiveness of their clients. Draws on a wide range of management theory and practice to help students develop the interpersonal, analytical, and technical skills required in consulting interventions. Overview of the consulting industry and address such topics as relationship and client management, intervention frameworks and their application, project management, ethical issues in consulting, and implementation issues.
Students will learn both the theory and practice underlying successful organizational change, providing them with the understanding necessary to become effective change agents. Addresses such topics as assessing organizational effectiveness and performance, fundamental organizational development techniques, change methodologies, individual, group, and organizational change processes, applied research methods for analysis of change problems, process interventions, the power and politics of change, and strategic change.
Three credits. Prerequisite: open only to MBA students; nstructor consent required. Not open to students who have passed BLAW 5182
The primary goal of the venture consulting practicum is to give students the opportunity to work directly with clients (in teams, with faculty mentors) in real-time and gain additional hands-on experience. Students will be required to prepare a consulting proposal for the client (scope of work, timeline, etc.), negotiate an end product with the client, perform the proposed intervention, and prepare a final report and present findings with recommendations to the client for evaluation and critique. (Student participation in a project at the Innovation Accelerator can be substituted for this course.)
Introduces students to the consultative style of management required for functional professionals to be effective with their internal clients. Draws on a wide range of management theory and practice to help students develop the interpersonal, analytical, and technical skills required for consultative contributions. Addresses such topics as relationship and internal client management, intervention frameworks and their application, project management, ethical issues in consulting, and implementation issues.
Three credits. Prerequisite: open only to MBA students, others with consent. Not open to students who have passed BLAW 5182
In today’s dynamic organizations, management of research, technology and change are generic processes which constitute irresistible and critical elements of the overall environment of business. Awareness of these processes can be a powerful force for an organization’s management of its future. This course introduces the student to the management of innovation in several contexts, dealing with products and services, tangible and intangible outputs.
Presents students with an opportunity to put all of their business skills to the test as they prepare and pitch their business plans, while also exposing them to multiple facets of starting and managing new ventures in a very hands-on fashion. The business plans will concentrate on the fundamentals of building a great business, including the business proposition, the business model, the customer, the product, the competition, the market, the industry, the channels of distribution, the selling cycle, and funding requirements, etc. Through a business simulation, students are concurrently placed into a very realistic business setting where they start-up and run a company. Students are given full control of the simulated business and must manage its operations through several decision cycles, challenged with business fundamentals and the interplay between marketing, manufacturing, finance, accounting, etc., as they manage and grow the business.
Creating and managing appropriate metrics is vital to enabling the development of high-achieving people in organizations and maintaining an effective human resource function. Introduces techniques for developing effective metrics and identifies connections between human resource metrics and other performance measurement systems commonly used in organizations. Introduces students to talent analytics, the tools and techniques managers use to mine organizational data in pursuit of actionable knowledge. Students learn how to structure research questions, communicate data needs to technical specialists, and interpret data to yield organizational insights and support effective decisions.
Successful professionals evaluate business issues with proper consideration of organizational risk. Risk is defined as the likelihood of unfavorable outcomes with respect to the organization’s process, financial, reputational, competitive market, and people outcomes. The class examines risk-related challenges linked to workplace activities and issues including employee separation, hiring, promotion, employment laws, regulations, interpersonal conflicts, employee privacy, workplace safety, intellectual property and data security.
Examines the broad range of concepts and practices that arise out of the relationship between an organization and its employees. Covers the core topics of labor relations, including organizing, collective bargaining, and the grievance process. Examines trends in unionization and the impact of these trends on employees and organizations. Also examines broader employee relations issues such as managing diversity, arbitration/mediation, downsizing, performance appraisal, implied contracts, and statutory rights.
Exposes students to current thinking and research on leadership, to help students develop new ways of viewing the leadership process, and to examine characteristics of effective and ineffective leadership.
Three credits. Not open to MBA students.
Comprehensive and in-depth coverage of project leadership and communication designed to increase the student’s ability to be a successful project manager. It covers critical competencies for leadership, critical components of communication, key roles involved in taking charge of an organization, building and using networks, motivation and influence, and authority and non-authority bases for power. Students will identify ways to further develop their own leadership potential and their own communication style. Not open to MBA students.
Recent observers of the business scene have questioned whether today’s modern executive has lost his/her “moral compass.”
Clearly all businesses and their managers must be held accountable to ethical standards. At issue then is what is ethical behavior and what problems are created in trying to exercise such behavior. This course examines in detail the processes of policy formulation and implementation as they relate to ethical problems. Alternative responses to expressed and anticipated social needs, expectations and demands that arise in the daily conduct of business are considered.
Planning is a corporate, group, and business function whose character has changed markedly and whose importance is universally recognized. Special attention is given to particular topics: nvironmental forecasting, corporate vs. business planning, staff vs. line functions, cycling/rolling systems, planning’s impact on results, and others. Emphasizes the essential nature of creating a managerial system which is efficient and effective through tailoring it to the specific requirements of the organizational setting, the work of the course centers on case analyses, but it employs also, as appropriate, lectures, discussions, and field projects and reports.
Hands-on experience in opportunity development, exposing students to three distinct modules. The first, creativity and innovation, stimulates the flow of ideas. The second, feasibility analysis, runs these ideas through a comprehensive assessment framework. The third module, getting the first customer, focuses on the initial sales and marketing process needed to get the idea off the ground. At the end of the course, students will be able to identify, evaluate, and shape new business opportunities; effectively present and sell their ideas to critical constituencies; manage the resource constraints associated with launching new ventures.
Three credits. Prerequisite: open only to MBA and MPS students.
Divided into two major components: micro and macro organization behavior. The first component focuses on individual and group-level problems and the second focuses on organizational-level problems, as they relate to improving organizational performance. This course introduces some of the central topics in management theory, research, and practice and provides the basis for understanding and evaluating organizations and their management.
The globalization of product, labor, and capital markets has led to significant changes in the demographic composition of the international labor force. This course chronicles and examines the transition that is taking place in the global workforce due to the increased diversity in employees on the basis of personal characteristics such as sex, race/ethnicity, and national origin. Examines how employers respond to these new workforce realities and how workforce inclusion strategies can contribute to positive outcomes for employers, employees and their families, and other stakeholders.
The growing impact of a rapidly changing international business environment on organizations today means that few managers can afford to remain indifferent to the issues of international business. It is important to understand the changing patterns of international business, the dynamics of international competition, government-business interactions in other countries, and the organizational challenges of managing strategically across borders. This course addresses these issues through an applied approach in the discussion of cases.
Communication challenges and difficult conversations faced by business professionals. Emphasizes core values associated with ethical leadership in the professional world with a particular focus on the connections between applied ethics and management issues. Topics include conflict resolution styles and models, negotiation, organizational politics, influencing processes, the language of leadership, and models for examination and resolution of ethical workplace dilemmas.
Human resources professionals and managers who understand their own management skills and style are more effective in achieving their personal and professional goals. To help build student self-awareness, the class introduces and employs assessment instruments commonly utilized by business leaders. Students learn to give and receive feedback, build skills inventories and develop personal growth and career development plans, goals and strategies.
Variable (1-3) credits.
Organizational renewal must be a regular part of the job of every manager. This course focuses on the management skills needed to diagnose, change and develop an organization. Participants learn not only the latest concepts but also are required to engage in organizational development (OD) exercises. Topics to be covered include methods of diagnosing organizations, planning and OD effort, deciding on a change strategy, fitting the intervention to the client’s needs, managing an intervention and obtaining evaluative feedback. Through the use of exercises, presentations and hands-on-training, participants have the opportunity to practice their OD skills.
Effective negotiations skills are essential for successful managers in complex contemporary organizations characterized by changing structures, temporary task forces, multiple demands on resources, and the increased importance of interdepartmental cooperation. Critical negotiation situations with other organizations range from those dealing with labor unions, purchasing, mergers, acquisitions, and joint ventures. During this course, participants plan and conduct negotiations simulations and receive feedback on their performance.
Variable (1-3) credits. May be repeated for a total of three credits.
Business acumen involves understanding and managing a business situation in a manner that is likely to lead to a good outcome. Human resources managers need the capability to evaluate multiple dimensions of complex business issues and to understand their implications for a range of stakeholders. In pursuit of these objectives, the course examines the role of HRM activities in organizational strategy design and execution. Specific topics include identification of human capital as a firm resource, understanding employee value propositions and the role of human resources in creating value for customers and other stakeholders.
Students in this course will learn how to assess and develop an organization’s human assets. The class explores organizational learning and focuses on specific ways in which learning is achieved through training and development activities. Students study human resources trends such as increasing competition, globalization, technological complexities, regulation, and dynamic labor markets, and how these issues interact with increasing demands on workforce productivity. Topics include learning strategy development, training needs assessment, training program design, training techniques, evaluation strategies, and career development practices.
Explores the concept of total rewards, its fundamental elements, and strategic prevalence in attracting, motivating and retaining valued employees, and its integration with performance management. Topics include job evaluation, pay surveys, compensation plans and structure, individual and group incentives, and employee benefit principles and concepts. Covers the design of incentive plans, including merit pay, bonuses, equity awards, gain sharing, profit sharing, piece rate, tipping, and commission systems. Students will participate in strategic goal and program development, examining how total rewards, compensation, and benefit design impact performance and contribute to defining organization culture.
One of the primary responsibilities of human resources is managing talent throughout the employee lifecycle. Talent management spans recruiting, hiring, retention, and separation and requires a keen awareness of individual and organizational issues and strategies. Topics covered include recruitment, selection, on-boarding, career planning, job/competency analysis, benefits administration, retention, retirement, voluntary and involuntary separation, and downsizing.
Three credits. Prerequisite: MGMT 5138; open only to MBA students who have completed at least 42 credits with a GPA of 3.0 or better in graduate-level courses. Not open to students who have passed MGMT 5184.
Capstone course dealing with the two major aspects of strategy: formulation and implementation. Strategy formulation examines such issues as environmental threats and opportunities, the values and priorities of management and societal stakeholders, and the strengths of company resources and competencies relative to principal competitors. Strategy implementation covers such topics as strategic leadership, organizational structure, resource allocation, and building a strategy-supportive culture. Uses cases and readings to develop the knowledge and skills necessary to prepare students to deal with strategic issues. The student must have completed basic courses in the functional areas of business in order to be ready to assume the holistic perspective required of those who address this important topic.
This advanced strategy course offers practical tools to evaluate sources of a firm’s competitive advantage. A supplement to the capstone course, this course offers an in-depth look at special strategic problems such as the implementation of strategy, corporate renewal, strategy formulation in decline contexts, and/or political elements of strategy.
Three credits. Prerequisite: open only to Human Resource Management MPS students.
Hands-on experience in the development of an HR related initiative within students’ work organization. Students will diagnose a problem or opportunity that needs to be addressed, identify specific cause and effect relationships driving current unsatisfactory outcomes, and build evidence in support of their causal theories. Students create guidelines to steer their change plans including identifying clear objectives, determining boundaries of the challenge, and explaining how changes can lead to desired outcomes. In the final stage of the project, students develop a coherent set of change actions expected to lead the organization from its current performance to its desired future outcomes. This course should be taken at the conclusion of the students’ HRM program.
Three credits. Prerequisite: instructor consent.
The application and implementation in a work situation of theories and practices related to the student’s area of specialization, facilitated by the student, sponsoring organization, and faculty advisor. Among other course assessments to be determined by the faculty advisor, a comprehensive project is required.
Investigation and discussion of special topics in management.
Variable (1-3) credits. Prerequisite: instructor consent. May be repeated for a total of 12 credits.
Faculty-student interaction on a one-to-one basis involving independent study of specific areas of management. Emphasis, selected by the student, may be on theoretical or applied aspects. A written report is required.
Variable (1-6) credits. Prerequisite: open only to Business Administration Ph.D. students. May be repeated for a total of 12 credits.
A survey of research in organizational behavior and theory. Topics include learning and cognition in organization, attribution theory, satisfaction and performance, leadership, motivation and group dynamics.
An in-depth review of the content of policy research. Covers several “streams” of research currently popular in the strategic management literature. Also the major findings within each stream.
Focus is on several of the contemporary research themes popular in Organization Behavior. Students critique the methodology and future potential of each theme.
Reviews the research of strategic management that emphasizes macro explanatory models. Students review recent dissertations and critique the content and methodology of each.
Students, individually or in groups, formulate, conduct and prepare a written report in publishable format on a research project pertaining to the area of management. Meetings will be devoted to discussion of issues which arise in the conduct of student projects and to presentation of projects.
Examination of research methods utilized in management research. Topics include the laboratory-field distinction, randomized experiments in field settings, content analysis and interrater reliability, log-linear analysis, instrument design and reliability analysis, survey design and sampling techniques, meta-analysis, quasi-experimental design, nonequivalent group design, interrupted time-series design and correlational analysis.
Three credits. Prerequisite: instructor consent.
Major theoretical and empirical issues in the area of strategic entrepreneurship, innovation, and new ventures. The construction and testing of theory regarding the generation, identification, assessment, and capture of opportunities that support the expansion of existing ventures or formation of new businesses. Includes an overview of the field; generation and identification of entrepreneurial opportunities; entrepreneurial thinking and the associated decisions to explore and exploit; and influences on and processes associated with innovation management and venture creation.