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2008 - 2009 Site Archive




Human Resource Management

5051. Human Resources Management Strategies   (1.5 s.h.)
Prerequisite: Business foundation courses.

The effective management of HR practices has an enormous effect on the organization's economic performance. Given the direct impact of HRM on cost, quality, and productivity, the success of any organization -- both traditional and virtual-- depends on the effectiveness of the decisions its managers make about strategic human resource issues. In this course, we will examine contemporary "best practices" in HR and what is known about how to improve the quality of strategic HR decision-making. In doing so, we will review how high performance organizations manage such HR issues as compensation, staffing, labor-management relations, work system design, performance management, training, equal opportunity employment, HR outsourcing, and change management.

5052. Ethical Decisions in Business   (1.5 s.h.)

This course looks at business in the context of its various stakeholders, including shareholders, management, employees, customers, suppliers, government regulators and local/national/global communities. It explores a range of issues from the role of business in society at large to the ethical dimensions of ordinary business decision-making.

5053. Effective Organizational Communication   (1.5 s.h.)
Prerequisite: Business foundation courses.

This course examines the corporate communication process as it relates to various management/organizational theories and practices. Specifically, students will examine the various purposes and requirements of communication for enhancing workplace cooperation, co orientation, adaptation and performance.

5054. Leadership (1.5 s.h.)
Prerequisite: Business foundation or permission of instructor.

This course is designed to be a study of human behavior in organizations and the means through which managers can influence that behavior. Specifically, the class will consider key situations where the effective exercise of leadership can materially contribute to the achievement of strategic organizational objectives. The leadership process will be considered within a business environment increasingly characterized by global competition, economic turmoil, rapid technological change and shifting labor market dynamics. Emphasis will be placed on identifying and developing the personal skills and perspectives necessary to establish and maintain a leadership position ( e.g. self awareness and abilities in such areas as communication, decision-making, problem solving and behavioral management.

5111. Organizational Communication and Information Management   (3 s.h.)
Prerequisite: Business foundation courses.

Focuses on building personal communication capabilities and understanding the nature and scope of organizational communication/information management in organizational effectiveness.

5112. Managing Productive Work Teams   (3 s.h.)
Prerequisite: Business foundation courses.

Considers ways to develop and sustain productivity in individuals and work groups. Examines effective strategies for group formation, goal setting, delegation, and handling group dynamics. Special challenges such as dealing with work force diversity.

5113. Power, Influence, and Negotiation in Organizations   (3 s.h.)
Prerequisite: Business foundation courses.

Looks at how power, influence, and negotiation are related to effective leadership. Ethical and practical issues related to power and influence are discussed. Explores strategies for dealing with disputes and conflicts arising in organizations.

5114. Building High Performance Organizations   (3 s.h.)
Prerequisite: Business foundation courses.

Considers strategies for structuring work and organizations for effectiveness and innovation. Examines ways to transform organizational cultures and to sustain performance during periods of environmental turbulence.

5115. Best Practices in HR   (3 s.h.)
Prerequisite: BA 510 or permission of instructor.

Focuses on solving human resource problems and capitalizing on HR opportunities to contribute to organizational success. Utilizes state of the art HR practice and technology. Students complete project assignments using a human resource information system and company database designed for this course. Designed for HRA concentrators, and those in general management with the responsibility for managing human resources.

5116. Strategic Reward Systems   (3 s.h.)
Prerequisite: BA 510 or permission of instructor.

An analysis of the strategic design of organizational reward systems, and how they contribute to organizational success. The emphasis will be on the design of reward systems to complement current trends in organizational design and strategy. The role of both financial as well as non-financial reward will be addressed. Designed for both HRA majors and non-majors.

5117. HR in a Dynamic Environment   (3 s.h.)
Prerequisite: BA 510 or permission of instructor.

This course identifies human resource strategies and programs to help organizations proactively manage dynamic changes in the external environment. Areas of investigation will include current issues and challenges, such as technology, law, global competition, employee relations, labor unions, and outsourcing. Designed for both HRA majors and non-majors.

5125. Strategic Challenges in Human Resources   (3 s.h.)
Prerequisite: Business foundation or permission of instructor.

A strategic analysis of the design the HR function and organization to manage the human side of the enterprise. Using case study, this course identifies optimal practice to assure that the HR function helps to maximize the competitive advantage of the organization. Designed for both HRA majors and non-majors.

5161.  Human Resource Management in a Global Environment  (3 s.h.)

Focuses on the role of culture in determining effective human resource managemnet strategies.  Addresses many of the problems and issues arising around the acquisition, development, organization and management of human resources on an international scale.

5182. Independent Study   (1-6 s.h.)
Prerequisite: Approval of department.

Special study in a particular aspect of human resource administration under the direct supervision of an appropriate graduate faculty member.

5190. Special Topics- Human Resource Administration   (3 s.h.)

5802. Leading and Managing Teams and Individuals   (2 s.h.)
Prerequisite: Limited to students matriculated in the Executive M.B.A. program.

By exploring the interpersonal dynamics of individuals and groups, you'll hone your leadership skills and our ability to create cohesive teams with collective investment in reaching goals. You'll be better able in both traditional and virtual organizations to: manage conflict, dependency issues and difficult personalities; listen effectively and present yourself and your ideas to others; and manage virtual employees.

5804. Managing and Developing Human Capital in the Enterprise   (2 s.h.)
Prerequisite: Limited to students matriculated in the Executive M.B.A. program.

In this course, you'll increase your ability to manage people and maintain a view of the human resource function as an integral part of a total enterprise in both traditional and virtual organizations. You'll address practical issues of human resource management, such as planning and executing staffing strategies, maintaining influence in the organization, managing the multicultural work force, managing programs for productivity improvement, and planning and managing the human side of organizational change.

9001.  Managing Human Resources

Current research on human resource management topics, including recruitment and selection, socialization, job planning, training and development, performance appraisal, job analysis, careers, labor-management relations, industrial conflict, and unionization.

9002.  Managing Work Behavior and Attitude

Focuses on human behavior within the context of organization systems. Topics covered are motivation, attitudes, job performance, job design, satisfaction, commitment and turnover. Applications of psychological and social-psychological theories.

9003. Organization and Environment

Focuses on organization structure, design, control, culture, and interorganizational relationships. Examines contingency, resource dependency, population ecology, institutional, agency and transaction cost theories of organizations. Considers public policy and social responsibility from stakeholder perspective.

9004.  Dynamics of Organizational Interaction

Theory and research on interactions between individuals within organizations. Topics include communication, groups, leadership, power and influence, negotiation and conflict resolution, and innovation.


Updated 9.2007