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Course Criteria
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3.00 Credits
Designed to improve the managerial and leadership effectiveness of individuals who have increasing responsibility over the performance of creative individual contributors and project teams working for them. Covers both micro concerns (individuals and groups) and macro issues (organizational structure and interfunctional relationships). Topics include creating and sustaining the motivational commitment and performance of professional employees, dealing with complacency and routine performance, managing organizational reward systems and career paths of professionals, overseeing effective conflict management and leadership of decision-making processes, managing pressures between product development and schedule, staffing and managing the critical roles and cross-functional relationships in the innovation process, managing the communication and transfer of information and technology effectively across organizational structures, and effecting organizational diagnosis for systemic change.
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1.50 Credits
Retired August 31, 2004; replaced by HRM G213. Studies the processes and responsibilities of leadership in organizations. Uses a contingency approach, which focuses on identifying different types of leadership behavior and on relating particular leadership styles to situational factors. Text, readings, and cases allow for application of the concepts discussed, and self-assessment techniques allow students to evaluate their own leadership qualities.
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3.00 Credits
Examines the actions that managers must take to stimulate innovation and direct it in ways that allow the organization to accomplish its goals. Topics include what organization forms are most conducive to innovation, what factors hinder innovativeness and how can they be overcome, and what role managers play in bringing about innovation. Focuses on the actions that companies and their managers can take to design their organizations and systems effectively in order to foster innovativeness. Elements of an organization's infrastructure include design, reward mechanisms, communication patterns, boundary spanning, control systems, leadership at all levels, and the organization's culture.
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3.00 Credits
Studies the processes and responsibilities of leadership in organizations. Uses a contingency approach, which focuses on identifying different types of leadership behavior and on relating particular leadership styles to situational factors. Text, readings, and cases allow for application of the concepts discussed, and self-assessment techniques allow the students to evaluate their own leadership qualities.
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3.00 Credits
Takes a general manager's perspective on human resource management. Global competitive challenges are forcing organizations to become increasingly flexible. Workplace trends such as telecommuting, increased information technology, contingent workers, and diversity hiring designed to address this flexibility are fundamentally altering the realm of human resource management in the United States. Explores how these issues affect the management of people in organizations through case analyses, small-group exercises, videos, and lectures. Examines topics traditionally related to the human resources management function, such as planning, staffing, evaluating, and rewarding. Also examines employee rights, labor relations, and international human resources management.
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3.00 Credits
Addresses design and diagnosis, training, human resource flows, structure, and reward systems as tools to achieve effective behavior in global organizations. Effective global organizations require leadership to resolve the challenges inherent in dynamically complex contexts.
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3.00 Credits
Offers an opportunity to learn how to build and lead different types of teams, including co-located, virtual, global, and top management teams. Asks students to identify the roles and responsibilities of team members and leaders and to develop effective communication, collaboration, and commitment among team members and other constituencies. Also examines how to effectively facilitate coordination across functionally distinct teams.
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3.00 Credits
Studies and debates the criteria for a great company. As suppliers, customers, employees, or students, everyone has experience with a range of organizations. Some are admired, some are mediocre, and some are dreadful. This course focuses on companies with management practices that produce and sustain extraordinary outcomes such as low cost, amazing service, fast growth, and exceptional quality. Often, these companies are great because they dare to be different and the key question is: "How do they do it " Explores such topics as organizational culture, organizational design, empowerment, business process improvement, reward systems, and employee and organizational learning. Uses a variety of learning approaches, including case studies, articles, lecture/discussion, videos, and exercises.
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3.00 Credits
Offers an in-depth examination of selected issues and problems in human resource management that are of current interest to faculty and students. Specific topics alternate depending on faculty availability and interest as well as student enrollment criteria.
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3.00 Credits
Examines the leadership and managerial skills that are required for effectively managing technical professionals and technical project team efforts throughout the innovation process. The most challenging aspect of expanding high-tech firms is finding, motivating, and keeping high-performance people. Without good people, there is no product or service.
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