500

Provides an analysis of the problems facing managers in the formulation of marketing policies and extends the marketing concept to relationships within the organization. 3 semester hours

This course examines current trends, practices and issues in human resourses management and development and provides for the systematic integration of the knowledge and skills learned in the Master of Science in Human Resource Management and Development (MS-HRM&D) program. The following functions are explored in an integrated, organizational context: human resource planning; employee selection, placement and retention; employee training and development; organizational development/behavior/change; compensation and benefits; employee and labor relations and associated legal issues and management practices. Prerequisite(s): Admission to the HRMD Program. MGT509, MGT533, MGT521, MGT541, MGT513, MGT520, MGT515, MGT540. Co-requisite(s): None. 3 semester hours

Identifies and operationalizes the major functions of "Human Resource Planning." This course examines the role of the human resource manager in creating a productive work environment as an organizational planner, specifically, in human resources planning and forecasting; and as management's internal consultant (business partner) in recruitment, selection and retention practices, compensation issues, performance management, labor and employee relations and the legal and regulatory aspects of human resources decision making. Students will also learn how to use library resources to conduct a literature review on human resource management topics. Prerequisites: Graduate Standing; 4 Semester Hours

The Total Compensation Systems course is designed to provide the students with an understanding of compensation (pay and benefits) philosophies, strategies and methodologies. Total compensation systems include salaries and wages, incentive awards and bonuses, long-term income and set-asides, stock/thrift plans and profit/gain-sharing options, and other benefits. Students will learn how systematically developed compensation packages are implemented and effectively managed. Students will also learn the importance of compensation management to improved organizational productivity and employee performance. Prerequisites: None; 5 Semester Hours

This course focuses on the nature and growth of organizational training systems and the application of employee training and development as an organizational development intervention. There is an emphasis on a systematic approach to the development of effective training programs which includes the assessment of organizational needs & performance outcomes as an integral piece of performance improvement initiatives. Additionally, students will examine methods for evaluating, training programs or courses, and explore techniques for evaluating participant reactions, learning, behavioral changes and training process improvements. Prerequisite(s): Graduate Standing 4 Semester Hours

Enables students to identify causes of performance problems by analyzing the system: its values, processes, and factors which affect individual and group behavior. Includes diagnosing individual performance deficiencies, identifying training needs, and learning strategies for minimizing system problems. 4 semester hours

This course examines the criteria and techniques required in the effective recruitment and selection of employees. This course is designed to focus on preparing the human resources professional/manager to implement sound and lawful hiring practices such as the development of job analyses, recruitment strategies and selection techniques to include resume screening, testing and interviewing candidates, selecting the best candidate, Internet as a recruiting tool, offering employment and placing the candidate in the organization. Prerequisite(s): Graduate Standing 3 Semester Hours

This course explores traditional perspectives and current issues in Organizational Behavior(OB), Organizational Development(OD) and Change Management. The course explains and applies organizational behavior theories on the individual, work group, and organizational-wide levels in analyzing and solving organizational challenges by using appropriate OD techniques. It approaches OD and Change Management as a diagnostic process of planned change based on OB concepts. The growing role of the HR professional is emphasized. Prerequisites: Graduate Standing; 5 Semester Hours

This course examines the growth of unions, their impact on employment activities, the development of management union relations, and the legal basis of union-management negotiations. Emphasis will be placed on determining management strategies for collective bargaining, union history, labor law, how to cost out a labor contract, bargaining process techniques, new emerging forms of union- management relationships, and the preservation of Non-Union relationships. Prerequisites: None; 4 Semester Hours

This course deals with various aspects of employee relations and their legal ramifications. Included in the course are such topics as: equal opportunity and affirmative action issues, employee discipline and termination, performance appraisals administration and other employee relations issues such as employee morale and productivity, health, safety, security and organizational communications. Prerequisites: Graduate standing; 3 Semester Hours

While examining historical and contemporary leadership theories and practices, students assess their own leadership strengths and challenges and create a development plan to improve their interpersonal and organizational effectiveness. Prerequisite(s): Admission to the Leadership Certificate or MSM program 3 semester hours

Building on the principles and techniques of organizational analysis, students explore the role of the leader as change agent and critically examine the concepts of change and innovation as ongoing processes for organizational renewal. Students investigate and apply methods of shaping the innovative organization of tomorrow by evaluating major elements of organizational design--structure, business processes, roles, responsibilities, work assignments, equipment/technology, information flow, and interaction. They also learn to apply concepts and techniques of organizational development to determine the need for change, to plan for change, to implement change, and to measure improvement as a result of change. Prerequisite(s): Admission to the Leadership Certificate or admission to MSM program. 3 semester hours

Students explore methods for optimizing team effectiveness in organizations. Particular emphasis is placed on the leader's role in the development and management of high performance teams. Through a major course project, students observe, participate in, and evaluate teams, both at their workplaces and in class. Prerequisite(s): Admission to CMB's post-baccalaureate Certificate in Leadership; Admission to the Master of Science in Management (MSM) Program. 3 semester hours

Strategy-making is the on-going, participatory process that maintains an organization's strategic focus with maximum flexibility and adaptation to changing environmental demands. Strategic leaders manage the strategy-making choices within organizations. As both art and science, strategic leadership requires analytical, intuitive, and innovative thinking. In this course, students sharpen analytical skills by conducting an organizational strategy audit and examining relationships in the different phases of a dynamic strategic management process. Prerequisite(s): Admission to CMB's graduate Leadership Certificate; Admission to the MSM. 3 semester hours

Provides graduate students in degree or certificate programs an opportunity to pursue advanced scholarly study in special areas where they seek further information or to investigate a practical problem in their area of professional interest. Special forms, obtained in the Registrar's Office, must be completed and are required for registration. 1-4 semester hours