| 201 |
Organization Management and Leadership (3) |
Nielsen,
Umpleby |
| | Integrative approach
to organizational concepts, management principles, philosophy, and theory
in public and private organizations. Evolution of management functions,
and practices, stressing present management approaches, general systems
theory, leadership, and contingency management. For non-M.B.A. students
only. (Fall, spring, and summer) |
| 203 | System Dynamics Modeling
(3) | Umpleby |
| | Computer modeling of
organizational problems using system dynamics and the dynamo programming
language. Review of previous applications of system dynamics and
comparison with other modeling approaches. Causal influence diagrams,
level and rate diagrams, equations, testing, and analysis. Students
develop a system dynamics model of some aspect of the organization.
(Fall) |
| 210 | Individual and Group Dynamics in
Organizations (3) |
Kayes, Bailey |
| | Theoretical,
empirical, and practical aspects of individual and group dynamics in
organizations. Personal, interpersonal, and cultural aspects of teams and
groups. Team structure, process; the role of individual experience and its
impact on team learning. (Fall, spring, and summer) |
| 213 | Change Management (3) | Kayes, Nielsen |
| | Behavioral and
organizational components of individual, team, and firm-wide change. The
dynamics that often accompany the change process. (Fall) |
| 214 | Consultative Processes
(3) | Winslow, Nielsen |
| | Theories and methods
of planning, introducing, and coping with change in management through the
helping process. Intended both for managers seeking an understanding of
the consultative approach to planned change and for persons in staff or
consultative roles seeking understanding of the consultative process.
(Spring) |
| 215 | Conflict Management and
Negotiations (3) |
Bailey, McHugh |
| | The nature and
sources of conflict and interdependence in social and organizational
dynamics. Various means of resolving conflict, including the use of
competitive and collaborative negotiations and mediation. Case discussion,
exercises, role-playing, and simulation. Managers as mediators and
negotiators. (Fall and spring) |
| 216 | Cross-Cultural Management
(3) | Umpleby, Bailey |
| | The cultural
foundations of organizations and institutions, with an emphasis on
managerial behavior. Cross-cultural differences as they affect
work-related behaviors, such as communication, attitude, teamwork,
negotiation, and decision making. (Fall, spring, and summer) |
| 251 | Total Compensation
(3) | Jensen |
| | Comprehensive review
of all elements of compensation systems that affect an organization,
including wages and salaries, incentives, benefits, perquisites, and
intrinsic rewards. (Fall) |
| 252 | Global Human Resource Management
(3) | McHugh |
| | International
applications of human resource management functions. Selection,
preparation, and compensation of U.S. managers and executives for service
abroad. Adaptation of human resource management policies to conform to
specific cultural environments. (Fall and summer) |
| 253 | Leadership and Executive
Development (3) |
Swiercz, Winslow |
| | Theories of
managerial leadership; issues and problems associated with leadership in
large organizations at higher management levels: executive selection and
development. (Fall) |
| 254 | Negotiations and Labor Relations
(3) | McHugh,
Swiercz |
| | Negotiation theory
and practice in the context of labor–management relations in both
union and nonunion settings. Emphasis on negotiation and conflict
resolution skills, arbitration and grievance procedures, public-sector
labor relations, labor laws and public policy, and global labor relations
issues. (Spring) |
| 257 | Performance Management and
Development (3) |
Jensen |
| | Comprehensive review
of performance appraisal and training and development. Students learn to
develop customized training programs that relate to the performance
appraisal process. (Spring) |
| 258 | Applied Organizational Leadership
(3) | Swiercz,
Bailey |
| | In-depth studies of
theories of leadership. Legal and ethical obligations of leadership. The
leader in the process of assuming responsibility. Experiential exercises
designed to develop the students' interpersonal abilities and leadership
capacities. (Spring) |
| 259 | Employment Law and Ethics
(3) | Swiercz, McHugh |
| | An examination of
the interaction of legal requirements and personal ethics and their
influence on managerial decisions affecting the employment exchange.
Special emphasis on equal employment opportunity and civil rights,
workers' compensation, occupational health and safety, collective
bargaining, and wrongful discharge.(Fall) |
| 290 | Special Topics (2 or
3) | Staff |
| | Experimental
offering; new course topics and teaching methods. May be repeated once for
credit. |
| 291 | Entrepreneurship (3) | Solomon |
| | In exploring the
"entrepreneur as a phenomenon," students will be exposed to the theory and
experiences associated with entrepreneurs, entrepreneurial acts, and
entrepreneurship in all organizational settings—large, small,
public, and private.(Spring and spring) |
| 292 | Small-Business Management
(3) | Solomon |
| | The start-up process
and management of small firms. Field projects involve student teams as
consultants to local businesses. Case studies. Emphasis on total customer
service, international opportunities, and minority and women's
issues. |
| 293 | New Venture Initiation
(3) | Solomon |
| | Essentials of
planning a new business venture, sources of financing, evaluation of
alternative new business ventures, and analysis of business functions.
Creating and analyzing the business plan. |
| 294 | Strategic Entrepreneurship
(3) | Solomon |
| | Capstone course for
the small business/entrepreneurship concentration. Student teams assist
companies in upgrading strategies. |
| 295 | Family Business Strategies
(3) | Solomon |
| | Challenges of
managing a family business: risk strategies; successor development and
succession planning; stages of family business growth; family motivations
and goals. Field projects provide hands-on experience. |
| 297 | International Management
Experience (3) |
Staff |
| | Same as
Accy/Fina/IBus/Mktg 297/SMPP 297. May be repeated for credit. |
| 298 | Directed Readings and Research
(3) | Staff |
| 299 | Thesis Seminar (3) | Staff |
| 300 | Thesis Research (3) | Staff |
| 382 | Foundations of Organizational
Behavior and Development (3) | Kayes, Nielsen |
| | The individuals and
institutions central to the field of organizational behavior and
development. Students read about, meet with, and discuss the work of
persons central to the development of the field. Prerequisite: Doctoral
candidate status with organizational behavior and development as a major
or supporting field, or consent of instructor. (Spring, alternate
years) |
| 383 | Field Research in Organizational
Settings (3) |
Staff |
| | Applications of
field research techniques in formal organizational settings. Examination
of the logic of inquiry and techniques of qualitative data collection.
Intensive interviewing and participant observation in field settings are
emphasized.(Fall) |
| 385 | Special Topics in Research Methods
(3) | Staff |
| | Research problems
and issues related to student dissertations form topics for readings,
group discussions, and assigned papers. (Fall and spring) |
| 386 | Management Ideas in Progress
(3) | Bailey, Winslow,
Swiercz |
| | Doctoral students
work with a variety of faculty members as they develop new ideas, research
projects, and engage in seminal inquiry. The content and structure of the
course will depend upon the instructor. Prerequisite: Doctoral candidate
status with organizational behavior and development as a major or
supporting field, or consent of instructor. |
| 390 | Philosophical Foundations of
Administrative Research (3) | Staff |
| | Philosophy of
science as applied to research in administration. Topics include the
nature and current problems of epistemology, the development and role of
theories, and the relationship between theory, methodology, and empirical
data. (Fall and spring) |
| 391 | Advanced Problems in Research
Methodology (3) |
Staff |
| | Use of models and
theoretical frameworks in research; formulation of research questions,
hypotheses, operational definitions, research designs, sampling and data
analysis approaches. For doctoral candidates who have completed the
general examination and all courses and are preparing for their
dissertation. (Fall and spring) |
| 397 | Doctoral Seminar (1 to
3) | Staff |
| | Current research and
scholarly issues in management science. |
| 398 | Advanced Reading and Research
(arr.) | Staff |
| | Limited to doctoral
candidates preparing for the general examination. May be repeated for
credit. |
| 399 | Dissertation Research
(arr.) | Staff |
| | Limited to doctoral
candidates. May be repeated for credit. |
