600

Strategic organizations measure the effectiveness and growth of people and processes from short- and long-term perspectives and lead necessary organizational change initiatives. This course emphasizes how the human resource management function demonstrates and creates value by aligning day-to-day operational activities with the organization’s vision, mission, and goals. Students explore systems theory and the organization development consultation process as well as intervention strategies for leading change to improve organizational effectiveness. Pre-requisite(s): HRM 509, or LAP 528; or permission of Program Chair or designate. Co-requisite(s): None. 3 semester hours

Focusing on group dynamics this course uses a systems approach to analyze organizational culture and develop transformative strategies to create the culture of a learning organization. The course presents theories of learning organizations. Students learn practical organization development (OD) tools for diagnosing organizational culture, facilitating dialogue, resolving conflict, and creating an action research plan for transforming a dysfunctional team into a team that reflects the culture of a learning organization. Pre-requisite(s): None. Co-requisite(s): None. 3 semester hours

Diversity and inclusion are critical for organizations not only for regulatory compliance, but also for creating a healthy workplace and achieving business objectives. This course examines the theory, laws, ethics, and business case for diversity and inclusion. Students develop self-awareness of the demographic affiliations that comprise their own identities and explore the perspectives of underrepresented groups. Students further explore dysfunction associated with bias, stereotyping and discrimination, contrasting them with a healthy, inclusive workplace environment. Pre-requisite(s): None. Co-requisite(s): None. 3 semester hours