Course Listings

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The interaction of individuals in formal organizations; theory and research integrated with cases and exercises to develop an understanding of the dynamics of motivation, communication, group decision making, leadership, intergroup relations, power, and conflict. Students are encouraged to apply this knowledge to managing relationships with superiors, subordinates, and colleagues in their own work settings.

The interaction of individuals in formal organizations; theory and research integrated with cases and exercises to develop an understanding of the dynamics of motivation, communication, group decision making, leadership, intergroup relations, power, and conflict. Students are encouraged to apply this knowledge to managing relationships with superiors, subordinates, and colleagues in their own work settings. This course is open to students in the Leadership and Organization Behavior (LOB) major only.

Effective leadership requires knowledge and self-reflection, as well as strategic action. Such leadership should be grounded in the knowledge of foundational theories of leadership, including transformational, behavioral, situational, and contingency models, and the study of individual leaders and organizational contexts of leadership. The goal of the course is to help students define their own vision of leadership, to experience "leadership moments", identify personal aspects of leadership, and recognize that to be an effective leader in the workplace one must know how to motivate and empower people, foster relationships, and influence outcomes. Case studies and structured simulations are used to provide opportunities to "try on" various leadership roles and take strategic action. This course combines classroom lecture and discussion with an online component. For the lecture and discussion components, the class meets every other Saturday: 9/26, 10/10, 10/24, 11/7, 11/21, 12/5. For the online component, students must have ready access to the Internet.

This course introduces the theory and practice of leadership: the capacity to mobilize group resources to affect fundamental change in organizations. Topics include understanding organizations as complex social systems; the difference between leadership and authority; navigating the politics of competing factions within organizations to achieve shared goals; emotional intelligence and the emerging neuroscience of leadership; the role of personal presence in establishing trust in leader-follower relationships; and the role of leadership in creating an environment in which risk-taking and innovative solutions are encouraged. The classroom, as well as students' experiences, become case studies in leadership. Attendance at the first class session is required. This course was formerly ORG BEH 391 Topics in Management: Leadership.

The human resource department and its relationships with other departments, employees, unions, and the government. Selection/placement systems, compensation planning, collective bargaining, training, affirmative action, counseling, personnel research. Sexual harassment, equal worth, termination at will, employee assistance programs, and corporate cultures. Emphasis on student participation and case studies. This course was formerly ORG BEH 320 Human Resource Management. This course combines classroom lecture and discussion with an online component. For the lecture and discussion components, the class meets on alternate Thursdays: 9/24, 10/8, 10/22, 11/5, 11/19, 12/3 and possibly 12/10. For the online component, students must have ready access to the Internet.

The human resource department and its relationships with other departments, employees, unions, and the government. Selection/placement systems, compensation planning, collective bargaining, training, affirmative action, counseling, personnel research. Sexual harassment, equal worth, termination at will, employee assistance programs, and corporate cultures. Emphasis on student participation and case studies. This course was formerly ORG BEH 320 Human Resource Management.

This course is an in-depth investigation of the forces driving organizational change and their impact on people and structure. Today's emphasis on quality, service, and efficiency has created great urgency for change that runs counter to other factors (e.g., a mobile labor force, uninspired leadership, and intense global economic pressures). The byproduct is often cynicism, self-preservation, and confusion--ingredients for disaster. Yet some organizations thrive; this course examines why, and explores change drivers and dynamics across organizational settings and situations ranging from major corporate mergers to not-for-profit politics. This course was formerly ORG BEH 325 Redefining Organizations. Note: this course combines classroom lecture and discussion with an online component. Students must have ready access to the Internet.

This course is an in-depth investigation of the forces driving organizational change and their impact on people and structure. Today's emphasis on quality, service, and efficiency has created great urgency for change that runs counter to other factors (e.g., a mobile labor force, uninspired leadership, and intense global economic pressures). The byproduct is often cynicism, self-preservation, and confusion--ingredients for disaster. Yet some organizations thrive; this course examines why, and explores change drivers and dynamics across organizational settings and situations ranging from major corporate mergers to not-for-profit politics. This course was formerly ORG BEH 325 Redefining Organizations.

In this course, students achieve a working knowledge of conflict theory and its application to negotiations; learn about their own conflict resolution style, understand how group membership can impact conflict. Note: this course combines classroom lecture and discussion with an online component. Students must have ready access to the Internet.

In this course, students achieve a working knowledge of conflict theory and its application to negotiations; learn about their own conflict resolution style, understand how group membership can impact conflict. This course is presented in a five-week format (along with others during each academic term), to provide more flexible course schedule options. Each quarter, students can take one or two intensive Saturday courses that meet for six hours, in addition to the regularly scheduled weeknight courses. This course, ORG BEH 311-CN, meets for five Saturdays from 9:00 am to 4:00 pm: 5/15, 5/22, 5/29, 6/5, and 6/12. Its companion course, ORG BEH 322-CN, meets the preceding five Saturdays, between April 3 and May 1. In this format, there is no class meeting for either course on Saturday, May 8. Enrollment in both courses is not required. Registration for ORG BEH 311-CN is open through April 30; late registration for this course begins May 1.

This course reviews policy, procedural guidelines, and supervisory practices relating to hiring, promotion, compensation, discharge, employment-at-will, and affirmative-action issues. Anticipation and prevention of discrimination complaints with respect to race, sex, sexual harassment, national origin, age, religion, and disability are covered. Class discussion includes case analysis of enforcement of state and federal job discrimination laws and regulations. This course was formerly ORG BEH 390 Topics in Workplace Relations: Employment Law. Carries business credit. This course combines classroom lecture and discussion with an online component. For the lecture and discussion components, the class meets on alternate Thursdays: 10/1, 10/15, 10/29, 11/12, 12/3 and possibly 12/10. For the online component, students must have ready access to the Internet.

This course reviews policy, procedural guidelines, and supervisory practices relating to hiring, promotion, compensation, discharge, employment-at-will, and affirmative-action issues. Anticipation and prevention of discrimination complaints with respect to race, sex, sexual harassment, national origin, age, religion, and disability are covered. Class discussion includes case analysis of enforcement of state and federal job discrimination laws and regulations. This course was formerly ORG BEH 390 Topics in Workplace Relations: Employment Law. Carries business credit.

Knowledge and skills in training and development are increasingly important in many businesses and nonprofit organizations. This course focuses on the instructional technology and design elements of training and development to include the strategies for the delivery of multimedia learning. This course was formerly ORG BEH 391 Topics in Management: Training and Development. This course is presented in a five-week format (along with others during each academic term), to provide more flexible course schedule options. Each quarter, students can take one or two intensive Saturday courses that meet for six hours, in addition to the regularly scheduled weeknight courses. This course, insert ORG BEH 322-CN, meets for five Saturdays from 9:00 am to 4:00 pm: 4/3, 4/10, 4/17, 4/24, and 5/1. Its companion course, ORG BEH 311-CN, meets the following five Saturdays, between May 15 and June 12. In this format, there is no class meeting for either course on Saturday, May 8. Enrollment in both courses is not required.

This course covers basic principles of planning, organizing, directing, and controlling the management process. Class discussions, lectures, and case studies are used to develop skills required to assess an organization's position, establish its vision for the future, and develop and implement strategies to achieve success. Prerequisite: ORG BEH 301 or equivalent.

This course provides an introduction to the philosophies, approaches, and tools of quality and performance excellence. Students learn about the history and evolution of quality management practices. Various approaches to quality management, including the Baldrige National Quality Program, Six Sigma, and ISO 9000, are presented. Case studies are used from industry, health care, and education to demonstrate the effectiveness of these approaches. Quality tools, including process flowcharting, cause-and-effect diagrams, and SMART goal-setting, demonstrate implementation of quality management practices in any organization. Data collection, analysis and reporting techniques, including the balanced scorecard approach, highlight the importance of data in quality improvement efforts. This course was formerly ORG BEH 391 Topics in Management: Quality and Performance Excellence.

This course offers a comprehensive analysis of international businesses. It explores the fundamentals of achieving capabilities to successfully work with organizations, including the role and impact of cultural issues in international corporations. Students should develop the appreciation for and ability to live and work in a global market. This course was formerly ORG BEH 391 Topics in Management: International Business.

Leadership of global organizations requires understanding, appreciating and managing the impact of culture and the interplay of cultural patterns in everyday interactions. To be successful, leaders must be able to interpret complex cultural contexts and develop intercultural competence, not only in themselves but in the people they lead and the other organizations they work with. This course is designed to help students identify and explore the essential elements of a global mindset. Students examine the leadership styles of 21st century global leaders as they work collaboratively in teams to develop a unified construct of effective global leadership.