This course provides background in the theory and practice of management principles centered around leading, controlling, planning and organizing for a more effective workplace. Students will learn the historical underpinnings of current management practice in the areas of organization design, theory, strategy and planning, team building, motivation, leadership and decision-making, among others. Heavy emphasis is placed upon application in the modern organization.
An introduction to problems and decision making processes of organizations from a behavioral theory viewpoint. The level of analysis of the material is that of the individual manager and groups within the organizations. Topics include personality, motivation and attitude effects on organizational effectiveness, decision making models, leadership traits and behaviors, stress management, and group and team behavior. The integration of these concepts occurs within the organizational structures and processes. Emphasis is on effective management leading to effective organizations.
This course introduces students to the notion of corporate social responsibility and theories of business stakeholder relations. The application of these ideas requires businesses to consider their pursuit of profit within the context of the impact of their business activities on a diverse set of organizational stakeholders. This course will explore issues surrounding the obligations of business to society, and the interests of corporations and their stakeholders in order to provide students with the ability to recognize potential conflicts of interest and act as effective business stewards to address them.
This course deals with the critical issues in the management of highly innovative enterprises and the way they create value through innovation. Innovation can be applied at all levels of the value chain and in the areas of research and development, manufacturing, marketing, and new offering development and support. The concept of innovation in the area of new offering development will be examined in great detail and the students will become familiar with how some of the best-in-class companies create products and services much more quickly and effectively than the rest of the industry.
Study of all phases of the human resources management (HRM) function from recruitment to retirement of the employee. Included are employment strategic planning, recruitment, selection, training and development, compensation, discipline, and the various laws under which employers must operate. Emphasis is on improving organizational effectiveness through the HRM function.
This course provides the student with a foundation in the area of organizational theory. The focus of the course is on the structure of organizations and the interrelationship of organizations and their environments. Emphasis will be given to theoretical development, comparison of theoretical foundations, the assessment of empirical support for the theories, current perspectives of management, and current frontiers in organizational research. Applications of the theoretical perspectives to management and to current organizational events will be discussed.
Directed study of a minimum of thirty clock hours for each hour of credit. Provides an opportunity for business management majors to conduct detailed investigations of management problems. This course may be repeated for credit.
This course examines the art and science of management negotiation. The use of power to affect outcomes is explored. Students are exposed to cooperation theory, as well as multiple perspectives and analytical skills, in power management with a firm and between firms. Labor relations negotiations are also discussed. The course heavily depends upon cases that stimulate decision-making in the real business setting.
In-depth overview of the behaviors and characteristics of an effective leader conducted through current readings from experts on management, leadership, and business and through the study of the habits of visionary companies. Emphasizes the importance of innovation while studying various ways of leading people and organizations to become innovative. Examines common misconceptions about leadership and provides a practical understanding of leadership by analyzing great leaders and their organizations.
Focuses on general management and integration of functional area skills needed to compete in a complex international business environment. Case material addresses strategic issues, operational practices, and governmental relations of multinational companies. Key topics include identifying, developing, and defending an international competitive advantage; evaluating the international environment; and, organizing to become a successful global competitor.
Global Business Strategy is a capstone course in business designed to integrate concepts and knowledge from a broad range of core business courses. The course considers the increasingly global context in which firms operate and develops a strategic view of the firm through a variety of management tools, models, and current debates. The capstone experience encourages significant group-based work through use of case studies and a computer simulation with global participants.
Topics are selected on basis of student need and academic qualifications of staff. If regular lectures are not given, a minimum of 30 hours of work for each hour credit must be included. Laboratory may or may not be included. This course may be repeated for credit.
This course will provide a sound knowledge of many quantitative methods used by managers in the decision making process – linear programming, multi-objective decision making, analytic hierarchy process, decision making under uncertainty, decision trees and simulations. The course will integrate modeling into many functional areas of business, including Finance, Management, Marketing and Economics. Students will get hands-on modeling experience in the Microsoft Excel environment. Basic principles of probability and statistics are also explored.
This course provides background in the theory and practice of management principles centered around leading, controlling, planning and organizing for a more effective workplace. Students will learn the fundamental and historical underpinnings of current management practice in the areas of human resources management, motivation, leadership operations, and decision-making, among others.
An opportunity or experience by which students learn by undertaking responsible roles in organizations where the business practices of the enterprise will be studied. The students will have the opportunity to develop interpersonal skills while acquiring practical knowledge in their disciplines. The students will be exposed to various work roles and career choices.
An opportunity or experience for students to learn by undertaking responsible roles in organizations where the business practices of the enterprise will be studied. Students will have the opportunity to develop interpersonal skills while acquiring practical knowledge in their disciplines. Students will be exposed to various work roles and career choices.
Examines strategic approaches for determining staffing requirements. Focuses on the overall staffing process including identifying non-traditional innovative recruiting sources, labor and supply and demand impacts, candidate evaluation/selection methods, legal framework, interviewing techniques and marketing strategies for attracting the best candidates. Development of knowledge and skills in contemporary performance management processes, and coaching methods.
Examines the application of technology to human resource administrative processes and management information requirements. Applications include resume management, training, interviewing and selection, performance management, compensation administration, governmental reporting, payroll and benefits administration. The theory is reinforced through a series of real-world exercises using current software technologies. Topics also include defining technology needs based on business requirements, selecting technology vendors, outsourcing and preparing cost/benefit analyses for proposed projects.
This seminar intends to introduce students to the field of Spirituality at Work. Students will explore the history of Spirituality at Work in America and focus on spirituality’s natural applications in leadership, religious faith in the workplace, Protestant Christian beliefs about faith and work, and organizational approaches to religion in the workplace. The course resolves by providing a tool for integrating a person’s faith or spirituality in the workplace.
This seminar focuses on implementation of the personal faith/spirituality integration plan developed by students in MGMT 6131. In this seminar, students will set weekly goals or activities at the beginning of the seminar and then maintain an online journal concerning their successes and growth. Students will be guided by reflective readings which emphasize integration dynamics on the personal, organizational, and societal levels. Students will also explore a case study.
MGMT 6133 combines elements of MGMT 6131 and MGMT 6132 by bringing content, experiences, and practical insights together to demonstrate personal learning In this seminar, students will develop a personal spiritual leadership profile as a means to influence organizational change with goals for future personal development and corresponding “others directed” mentoring.
Topics are selected on basis of student need and academic qualifications of staff. If regular lectures are not given, a minimum of 30 hours of work for each hour credit must be included. This course may be repeated for credit.
This course focuses on the increasingly valuable and specialized field of Project Management as it applies to global business projects. As organizations seek sourcing, production, partnership, and market development opportunities in international markets, managers who have expertise in defining, coordinating, and bringing projects to closure will be of increasing value to their organizations. The course is a first step in preparing students to pursue future certification in the Project Management profession, should they wish to do so.
As global corporations span national boundaries, they must interact with a large number of national legal systems, international agreements, and international organizations. This course deals with a wide variety of international legal issues which affect the conduct of business, including, but not limited to, the following: the evolution of international law; laws and regulations that concern international trade; organizations that regulate and promote international trade, such as WTO, NAFTA, and the EU; employment law; criminal law for business fraud; laws for the protection of IP-patents, copyrights, and trade secrets; environmental laws and organizations; issues of personal privacy and confidentiality; and laws that govern property rights and the resolution of ownership.
As global corporations span national boundaries, their employees must interact with a wide variety of national cultures, societal structures, and world views. This course adopts the viewpoint of foreign cultures, applying anthropological theory to business situations. This course covers a wide variety of topics, including, but not limited to, the following: methods of anthropology; issues of culture; issues of language and communication; the economic aspects of foreign cultures; the role of family and kinship in society; religion and ethics; gender; and issues of ethnicity. It also examines how national cultures affect behaviors in business situations.
This course provides an in-depth understanding of total rewards including compensation and benefits. The content of the course considers the role of total rewards within the larger context of human resources management and business strategy with an emphasis on the theories, principles, design, implementation and administration of total rewards programs. Topics include internal and external pay relationships, job analysis, job evaluation, compensation models, performance appraisals, salary structures, short and long-term incentives, benefit designs and cost management.
This course introduces students to the tools and techniques to manage human resource functions. The context of the course will emphasize the implementation of human resource functions as projects and includes a discussion of organizational behavior and project management. The course focuses on various aspects of organizational behavior including culture, performance and reward systems, ethics, organizational change and teams. Applications include the methodology, tools and techniques used to design, track, and manage human resource functions as projects. The focus of the course will include the knowledge and skills necessary to manage the challenges of implementing human resource functions.
This course explores the legal aspects of the employee/employer relationship from a functional standpoint- beginning with the recruiting and selecting of employees, through their development and growth in the organization and ultimately, in some cases, their departure. Emphasis is on limiting employer liability though effective and sound interviewing processes, documentation of employee performance, execution and the ultimate handling of employee/employer conflict, including but not limited to labor relations and discrimination issues such as harassment, disability, etc.
Tracing the evolution of managerial thought from the Industrial Revolution to contemporary theory, this course provides background in the theory and practice of management and the history of human resource management. Principles of scientific management, the human relations movement, and the evolution of the field of human resource management will be examined. Concomitantly, employee relations will be examined in the study of American labor history both as a by-product of management systems and socio-cultural pressures.
This course examines the issues of organizational development and designing and implementing organizational change. Organizational learning, value creation, and strategic change theory are addressed. External and internal change events are explored as to the impact of strategies used. Global organizational strategy and structure are heavily emphasized.
The course provides a strategic overview and integrated perspective of all the primary human resources functions. Emphasis is on the integration of HR practices and programs with the business strategy and culture of the organization. Topics include formulating HR strategy, staffing, performance management, strategic compensation, managing change, benefits, policy development, embracing diversity, employee development, and HR technology. Since students are HR professionals, the course is structured to draw upon their work experience.
Business Stewardship introduces students to the notion of corporate social responsibility (CSR), theories of business stakeholder relations and the role Prosocial leadership plays in the CSR process. The application of these ideas requires businesses to consider their pursuit of profit within the context of the impact of their business activities on a diverse set of organizational stakeholders. This course will explore issues surrounding the obligations of business to society, and the interests of corporations and their stakeholders, to provide students with the ability to recognize potential conflicts of interest and act as effective business stewards to address them. This course contains a service learning component.
This course presents a methodology that links all the organizations involved with a company’s global supply-chain in an integrated two-way communication system to manage high-quality inventory in the most effective and efficient manner. It examines the multitude of policies, procedures, and organizational structures that are required to do this. It presents the evolution of the Purchasing function into Supply Management, examining such issues as buyer-supplier relationship, cross-functional teams, total cost of ownership, quality management, and others. It further presents the whole process of product development. Other management issues include outsourcing, strategic sourcing, strategic cost management, and pricing. In addition, the course examines legal and ethical issues, government procurement, and institutional supply management.
This course deals with the basic concepts of management from a behavioral viewpoint. The behavior of individuals and groups in an organizational setting as well as the dynamics of the organization as the aggregate of individual behaviors are emphasized. Organizational theory and human resource management are discussed. Production operations management will be introduced.
This course will introduce students to project management by providing an overview of project management activities. The focus of the course is to execute a standardized body of knowledge that can be used to handle projects in various industries and institutions, such as engineering, construction, business, and education.
This course analyzes current issues facing health care leaders. The course examines the competencies (knowledge, skills, attributes, and behaviors) health services leaders need to thrive in a complex health system. Students will build their business skills, knowledge, and communications skills by analyzing commentaries, case studies, trends, and policies to improve decision-making and transformation.
Focuses on creating learning designs and delivery approaches to meet employee development needs and business priorities. Topics include training needs analysis, methods of instruction, consulting skills to determine performance issues and potential training solutions, audio-visual hardware, educational software, validation and evaluation. Students are exposed to new learning technologies and authoring tools and the broader issues of employee development, including career planning and succession management.
This course deals with the management of global enterprises in their pursuit to maximize value provided to their respective stakeholders. It examines the evolution from international to global competition and how this affects a variety of industry types. It also looks at the different competitive structures that have appeared in the global area–alliances, partnerships, and acquisitions. Related to this, it presents the resulting organizational structures and business models. It further examines many issues of global management, such as global marketing, global risk management, global supply chains, global R&D, global knowledge management, and others.
This course focuses on strategic management from a value-based perspective. The corporate level of decision-making is emphasized. Various models of the strategic process from formulation, to implementation, to evaluation are discussed. How resources, including such intangible assets as knowledge, are used to implement strategic decisions is evaluated.
Examines the human resources issues facing multi-national organizations and joint venture. Areas covered include the process of expanding internationally, the process of understanding culture and applying human resource management concepts in a multinational environment. Provides an understanding of organizational design in multinational corporations. The course will develop skills in gathering information on the business, economic, legal and cultural environment in various regions and countries around the world.
Directed study. Involves specification and approval of a study design; development of data; and analysis and reporting results.
This course focuses on the role of innovation in the 21st-century organization. It addresses the need for a systematic approach to building innovation capabilities and the challenges of integrating the many facets of innovation management. Concepts of innovative leadership and building innovative organizations are covered from a theoretical and applied approach. Topics addressed include fundamental theories of innovation, developing innovation strategy, innovation as a business process, and the role of the innovation context including leadership and organization, culture and values, people and skills, processes and tools, and assessing and improving innovation performance.
This course focuses on integrating leadership theory, ethical frameworks, current events, and experiential practice to help students become leaders who are grounded in ethical foundations. While a breadth of Leadership models will be explored and discussed, special attention will be given to the transformational leadership that becomes necessary in the midst of organizational change. The course will further emphasize the importance of ethical behavior in leadership, strategic thinking, leading transformational change, and shaping organizational culture to nurture leadership development.
The multinational enterprise must deal with a variety of institutions, forces, and problems that extend far beyond those faced by the organization which operates in only one economy. Effective management of the multinational requires solving a set of problems that differ intrinsically from those faced by the manager in a single economy. This course addresses the nature of these problems and their effective solutions.
In the rapidly evolving field of human resources, organizations are increasingly utilizing data and technology to create smarter and more strategic HR practices. This course investigates the intersection of People Analytics and Digital HR Strategies, equipping students with the skills needed to leverage data and digital tools for HR transformation. The course will cover the fundamentals of People Analytics, teaching students how to collect, analyze, and interpret workforce data to make informed decisions regarding talent acquisition, employee engagement, performance management, and retention. Through case studies and hands-on exercises, students will learn to apply analytics to real-world HR scenarios, such as measuring employee satisfaction, predicting turnover, and assessing leadership effectiveness. Additionally, the course will emphasize emerging digital HR strategies, including the use of artificial intelligence, automation, and cloud-based HR platforms. Students will explore how digital tools are changing recruitment, onboarding, training, and employee experience, and will gain insights into effectively integrating these technologies within HR departments to enhance organizational agility. By the end of the course, students will be prepared to leverage both people data and digital innovations to design forward-thinking HR strategies, optimize workforce management, and foster a data-driven organizational culture. This course is ideal for HR professionals, business leaders, and data enthusiasts who are eager to understand the latest trends in HR technology and analytics, and how these can be applied to shape the future of work.
