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Course Criteria
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3.00 Credits
Examines the fields of organizational behavior and change. Discusses concepts and tools for assessing the social processes encountered in the workplace. Although the primary focus is on understanding and managing individuals and teams, there also will be significant attention to system-level behavior and change. Pre or corequisite: all Tier-one courses. Waiver policy: 3 credits of organizational behavior or 3 credits of organizational psychology. [1/25/1999]
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3.00 Credits
This course provides an introduction to theory and processes related to the making decisions that determine the direction and success of the business enterprise. The perspective taken in this course is that of a general manager. Students will gain an understanding of strategic management and organization design concepts, theories, and techniques in order to illuminate the processes of strategy making and strategy implementation, and the conditions under which these are likely to improve a firm's competitiveness. The course requires students to apply basic knowledge acquired in previous functional area courses and provides a foundation for further integration of the specialized knowledge that follows in the curriculum. Case analysis serves as a didactic tool to apply, integrate and synthesize information about specific company situations and strategic management concepts, in order to understand, propose, evaluate, and recommend alternatives for managerial action. Most cases discussed feature companies and industries that exhibit a strong international component. [9/1/2004]
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3.00 Credits
This course provides an introduction to ethical issues and ethical decision making in three contexts of business: inter-organizational, intra-organizational, and personal. The major theme of the course will be the crucial role of ethics in enabling and sustaining commerce. Minor themes will be ethical issues of corporate governance and the relationship between ethics and strategy. [1/27/2003]
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3.00 Credits
This course considers the philosophies, concepts and practices of management within developed and developing nations. Political, economic, cultural, legal and social institutions of host countries are studied, as well as the ethics and corporate governance of multinational business enterprises at home and abroad. [9/1/2004]
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3.00 Credits
This course presents the legal aspects of human resource management and focuses on the integration and incorporation of the law into strategic management decision making. Students will be required to explore whether and how the law affects the firms with which they are associated, what the objectives of the laws are and how a company can best act in compliance with the legal objectives while still pursuing the strategic goals of the organization. Students will submit a term paper addressing the interface of human resource management and the laws regulating employment by selecting a human resource issue of concern to a particular company, analyzing the problem and presenting a solution that best satisfies both legal and managerial goals. Ethical issues will be addressed throughout. [7/1/1996]
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3.00 Credits
This course focuses on the new and expanded role of the human resource professional. The course content is centered on the activities performed by a human resource department, for example, recruitment and selection, and compensation and benefits, which are the building blocks for the HR professional. An understanding of these HR functions is also important for line managers who have substantial responsibility for managing people. [9/4/1996]
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3.00 Credits
This is a skill-development course to enable human resource personnel and general managers to function in the modern work organization as agents of change and empowerment. The pedagogy is one of exploration and application. New role models are explored and new teaching skills are taught with personal constructs and behaviors as the content. [9/4/1996]
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3.00 Credits
International strategy of the firm and the strategy decisions involved in ownership, management, labor, marketing, production, finance, legal, control and public affairs. [9/4/1996]
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3.00 Credits
This course is built around a major integrative structured field project. About half the class time and most of the outside-of-class work will be in an organization analyzing human resource (HR) systems. The course focuses on HR issues of organization strategy and organization performance. HRM's role in strategy formulation and strategy implementation is developed. HRM's impact on operations and performance systems is covered. Strategic and performance issues such as organization design, performance appraisal, compensation and culture, as part of an overall performance system, are covered in depth. The prior HRM course subjects will be integrated into the field analysis. A central theme is the emerging role of the human resource manager as an important management team member, who helps shape the work of the firm and its strategy. The course objective is to develop the knowledge and skills needed to design and facilitate the implementation of strategic HR systems. [9/4/1996]
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3.00 Credits
Student teams make strategic, marketing, operating and financing decisions in a competitive manufacturing-based simulation using a multi-national firm. Teams will develop a business plan for their simulation firm. [9/8/1998]
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