Courses
Human Resource Management
5051. Human Resources
Management Strategies (1.5 s.h.)
The effectiveness of HR strategy has an enormous impact on an organization's efficiency, productivity, quality, culture, and, ultimately, its ability to achieve sustainable success. This broad introductory course examines contemporary approaches to HR and how HR strategy must align with organization strategy to build a high-performance organization. An array of firm-level HR strategic areas are reviewed, including compensation, performance management, human capital development, equal employment opportunity, HR outsourcing, and staffing.
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.)
Outstanding organizational leaders are exceptional communicators. The importance of developing and enhancing this complex skill has never been greater. This course examines internal and external communication practices, policies, and structures as they relate to various management perspectives/styles. Students learn how to think strategically with regard to their interpersonal and organizational communication practices to enhance both their individual and their company’s accomplishments and reputation.
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 considers key situations where the effective exercise of leadership can materially contribute to the achievement of strategic organizational objectives. The leadership process is considered within a business environment increasingly characterized by global competition, economic turmoil, rapid technological change, and shifting labor market dynamics. Emphasis is 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.)
This course focuses on interpersonal communication competencies of managers and understanding the nature and scope of strategic organizational communication—with a focus on both internal corporate information management (IM) as well as external IM—via the internet and through media outlets.
5112. Managing Productive
Work Teams (3 s.h.)
This course considers ways to develop and sustain productivity in individuals and work groups. It examines effective strategies for group formation, goal setting, delegation, and effective performance management. It also explores special challenges associated with managing virtual teams and professional groups, as well as dealing with group dynamics.
5113. Power, Influence,
and Negotiation in Organizations (3
s.h.)
This course examines the process and outcomes of using power, influence, and negotiation in interpersonal relations, in groups and organizations, and cross-culturally in international business. It explores negotiation styles for effective leadership, resolving conflicts, and achieving personal and organizational goals. Ethical and practical issues related to power and influence are discussed.
5114. Building High-Performance
Organizations (3 s.h.)
This course considers strategies for structuring work and organizations for effectiveness and innovation. It examines ways to transform organizational cultures and sustain performance during periods of environmental turbulence.
5115. Best Practices
in HR (3 s.h.)
This is a “hands-on” skill-building course utilizing state-of-the-art methodologies for addressing key human resource responsibilities. The course also focuses on opportunities that HR managers have to make strategic contributions to organizational success. Students complete project assignments using a human resource information system and company database specifically designed for this class. The course is of interest to HRM majors, and those with the responsibility for managing people.
5116. Strategic Reward
Systems (3 s.h.)
An analysis of the strategic design of organizational reward systems and how they contribute to organizational success is undertaken. Emphasis is on the design of reward systems to complement current trends in organizational design and strategy. The role of both financial and non-financial reward is addressed. The course is designed for both HRM majors and non-majors.
5117. HR in a Dynamic
Environment (3 s.h.)
HR strategy plays a crucial role in ensuring an organization proactively adapts to and manages changes in its external environment. This course focuses on developing competencies associated with key HR practices that involve adapting and aligning with changes in the competitive landscape, workplace, labor market, and regulatory environment. Specific areas of investigation focus on employment law compliance, labor-management relations, managing HR in the global context, and managing the outsourcing process.
5125. Strategic Challenges
in Human Resources (3 s.h.)
This course presents a strategic analysis of effective HR function design, organization, and management. The class addresses key responsibilities of HR executives charged with managing the human side of the enterprise. It uses cases, exercises, and current events to explore strategies by which HR professionals can add value to the business and act as strategic partners to line management. The course is designed for both HRM majors and non-majors.
5131. Ethics and Social Responsibility in Organizations (3 s.h.)
This course focuses on how to deal with the ethical and social responsibility aspects of decision making and policy formulation and implementation. Management's ethical and social responsibilities to consumers, employees, investors/owners, and society are stressed. The course is designed as a “tools” course in which critical thinking strategies and approaches are used to help raise and address questions regarding appropriate ethical action.
5161. Human Resource Management in a Global Environment (3 s.h.)
This course focuses on the role of national culture, local laws, and variant business practices in determining the shape and structure of effective human resource management strategies in different countries. It also traces the special responsibilities of HR management in global corporations. Many of the problems and issues arising around the acquisition, development, organization, and management of human resources on an international scale are addressed.
5170. Special Topics: Human Resource Management (3 s.h.)
Special topics courses are developed to cover emerging issues or specialized content. They do not repeat material presented by regular semester courses.
5180. Special Topics: Human Resource Management (3 s.h.)
Special topics courses are developed to cover emerging issues or specialized content. They do not repeat material presented by regular semester courses.
5182. Independent Study (1-6
s.h.)
Special study in a particular aspect of human resource administration
under the direct supervision of an appropriate graduate faculty
member is undertaken.
5190. Special Topics: Human Resource Management (3 s.h.)
Special topics courses are developed to cover emerging issues or specialized content. They do not repeat material presented by regular semester courses.
5282. Independent Study (1-6
s.h.)
Special study in a particular aspect of human resource administration
under the direct supervision of an appropriate graduate faculty
member is undertaken.
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, students hone their leadership skills and ability to create cohesive teams with collective investment in reaching goals. Students are then better able in both traditional and virtual organizations to manage conflict, dependency issues, and difficult personalities; listen effectively and present 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, students increase their 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. 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 are addressed.
5890. Special Topics: Human Resource Management (3 s.h.)
Prerequisite: Limited to students matriculated in the Executive M.B.A. program.
Special topics courses are developed to cover emerging issues or specialized content. They do not repeat material presented by regular semester courses.
9001. Managing Human Resources
This course offers 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
This course 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 are also discussed.
9003. Organization and Environment
This course focuses on organization structure, design, control, culture, and interorganizational relationships. It examines contingency, resource dependency, population ecology, institutional, agency, and transaction cost theories of organizations. The course also considers public policy and social responsibility from the stakeholder perspective.
9004. Dynamics of Organizational Interaction
This course covers theory and research on interactions between individuals within organizations. Topics include communication, groups, leadership, power and influence, negotiation and conflict resolution, and innovation.
Updated 5.25.10