Introduces concepts of organization and management. Major emphasis on problems and theories of organizational behavior. Topics include motivation, decision making, communication, group processes, productivity, control, and organizational structure. Note: You must complete the 400-level core for all M.B.A./M.S. programs before taking any 500-level 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.

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.

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

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.

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.

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.

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.

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.

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.

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.

Examines human resource management theories, institutional arrangements, current law, and practices that guide management and organizational policy decisions. Emphasis on human resource issues confronting line managers and HR practitioners.

Focuses on people as a strategic resource whose availability and capabilities influence organizational effectiveness. Discusses strategies for attracting, assessing, and acquiring personnel. Implications of planning and implementing staffing policies. Emphasis on the use of computers to perform human resource planning.

Considers theory and technology of organizational training and development. Also looks at learning theory and its applications to training, methodology for training evaluation, and forces shaping future training and development needs in organizations. Ways of encouraging and assessing training effectiveness will also be addressed.

Examines financial reward systems in organizations. Includes incentive systems, compensation, surveys, pay equity, compensation and the law, benefits, and overall strategic development of compensation structures in organizations.

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.

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 behavior management).

Examines union and management policies and strategies for union organizing, negotiations, pressure tactics, grievance/arbitration systems, and union-management cooperation.

Examines the legal environment governing human resource management and labor relations within the United States, collective bargaining, and equal employment opportunities. Origins of specific laws will be traced and related to current practice in these fields.

This course integrates material from the previous courses in the MBA/MS program and is only available to MBA/MS students. This course describes how information technologies are being used to enhance and alter human relationships within and between organizations, leading to new phenomena such as computer-aided intelligence, virtual teams, virtual human resource management, telework, and virtual organizations. Within this context, the course analyzes psychological and sociological issues that electronic technology presents for communication, control, career development, employee privacy, cognition, motivation, and managerial behavior.

This course describes how electronic technologies are changing the nature of organizations. It explains principles for achieving high-performance in an information-intensive environment. Topics include organizational structure and design, workflow processes, human resource management, networking, leadership, decision-making, teamwork, and change. Particular attention is paid to telework, virtual teams, and the virtual organization.

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

Prepares students to lead people and organizations in an international environment. Covers new trends in motivation; cross-cultural communication and negotiation; organizations as open systems in a fast changing environment; team-building, group effectiveness and organizational productivity; global strategy and culture; cross-cultural leadership styles; organizational development and management processes. Includes extensive use of role-playing. Student teams also carry out a "live" HR case study. Note: Enrollment limited to students in the IMBA program.

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

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

Supervised individual reading and research projects.

Supervised individual reading and research projects.

Supervised individual reading and research projects.

Supervised individual reading and research projects.