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)

Change Management (3)

Kayes, Winslow

Behavioral and organizational components of individual, team, and firm-wide change. The dynamics that often accompany the change process. (Fall)

Consultative Processes (3)

Winslow

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)

Conflict Management and Negotiations (3)

Bailey, Swiercz

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)

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)

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)

Global Human Resource Management (3)

McHugh, Swiercz

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)

Leadership and Executive Development (3)

Swiercz, Bailey

Theories of managerial leadership; issues and problems associated with leadership in large organizations at higher management levels: executive selection and development. (Fall)

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)

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)

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)

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)

Special Topics (1 to 3)

Staff

Experimental offering; new course topics and teaching methods. May be repeated once for credit.

Solomon, Winslow, Singh

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. (Fall and spring)

Solomon, Winslow, Singh

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.

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.

Solomon, Winslow

Capstone course for the small business/entrepreneurship concentration. Student teams assist companies in upgrading strategies.

Solomon, Winslow

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.

Staff

Same as Fina/IBus/Mktg/SMPP 6297. May be repeated for credit.

Staff

Staff

Staff

Kayes, Bailey

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)

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)

Staff

Research problems and issues related to student dissertations form topics for readings, group discussions, and assigned papers. (Fall and spring)

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.

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)

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)

Doctoral Seminar (1 to 3)

Staff

Current research and scholarly issues in management science.

Advanced Reading and Research (arr.)

Staff

Limited to doctoral candidates preparing for the general examination. May be repeated for credit.

Dissertation Research (arr.)

Staff

Limited to doctoral candidates. May be repeated for credit.