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Course Criteria
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3.00 Credits
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): This course builds upon the concepts taught during MGT545-Organizational Analysis. 3 semester hours
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3.00 Credits
In this capstone course, students explore both toxic and exemplary leadership practices and the ethics and values associated with them. At the same time, students examine their own personal ethical philosophies, how they live their personal philosophies in their own organizations, and what they might change in their professional lives to allow them to better lead others. Prerequisite(s): none. 3 semester hours
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3.00 Credits
Building on their individual assessments in MGT543 and their experiences in Effective Problem Solving, students engage in a series of structured leadership development activities over the fivemonth duration of this course. These include increasing skills in an area of emotional intelligence and in three self-chosen leadership dimensions through reading, action, and reflection. Learning is documented in a series of brief,reflective "Leadership COURSE DESCRIPTIONS 210 COLLEGE OF MANAGEMENT AND BUSINESS Development Reports." Students work independently and through feedback from their professor, meeting as a group only twice--at the beginning and at the end of the course. Prerequisite(s): Graduate standing. 3 semester hours
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3.00 Credits
Students in this course develop a model of the leader-manager as communicator through studying various aspects of intrapersonal, interpersonal, intergroup, and mediated communication in organizations, including conflict, negotiation, coaching, feedback, and message channel and medium selection. Students also explore communication analysis tools such as message analysis, organizational network analysis, climate instruments, and cultural assessments. Students also learn about the communication processes used to establish and reinforce organizational values and culture. Prerequisite(s): Graduate standing. 3 semester hours
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3.00 Credits
This course introduces systematic inquiry as the basis for decision making in human resource management. It enables the student to develop research-based strategies for making human resource decisions. 3 semester hours
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3.00 Credits
This course equips students with knowledge, skills, and tools relevant to working with and within teams--both local and virtual. Topics studied include group dynamics and group decision-making, reasons teams fail, and ways to make collaboration work through effective human relations skills. Through working in small teams during the course, students will learn to apply skills and concepts which assure team success. The focus is on skills necessary for building and participating in high performance teams in the 21st Century. Prerequisite(s): This course builds on concepts taught during MGT542- Leadership Theory and Practice, and MGT549- Organizational Communication. 3 semester hours
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3.00 Credits
In this course, students gain critical thinking, research, project planning, and persuasive writing skills through the development and critique of a complete project or policy proposal. Each student plans and writes a proposal in support of some real or hypothetical organizational project. Possible project topics include merging two units or functions, adding a new service, seeking support for a major capital investment, making or modifying a major human resource or management policy. The course lasts approximately five months and is largely individualized study, plus three class meetings. It culminates in students making executive briefings to their classmates on their proposals. Prerequisite(s): Graduate standing. 3 semester hours
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3.00 Credits
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 reflective thinking. In this course, students hone analytical skills by conducting an organizational strategy audit and strengthen imagination, intuition, and "information sense-making" by developing scenarios that envision various businesses and organizational futures. Prerequisite(s): This course builds on all of the previous courses in the program. 3 semester hours
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6.00 Credits
Workshops offer content in an informal atmosphere utilizing the participation model. An identifying statement indicates the area of study and appears on the transcript. A maximum of 6 semester hours of workshop credit may be applied to satisfy degree requirements. The appropriateness and acceptability of workshop credit must be determined in consultation with the faculty advisor. 1-4 semester hours
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3.00 Credits
The management internship experience in a selected organization is designed to enable the student to integrate classroom learning with practice and to refine management and/or human resource management functional area skills. Placements are individualized according to the student's program, area of concentration, learning need, and interests. An internship faculty advisor will be assigned to monitor and evaluate student progress. 3 semester hours.
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