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MLR 422: Labor Law
3.00 Credits
Cleveland State University
Prerequisite: MLR 302 or permission of chair. The law of industrial relations with emphasis on the Labor-Management Relations Act, including unfair practices and representation cases.
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MLR 423: Labor Relations in Public Employment
3.00 Credits
Cleveland State University
Prerequisite: MLR 302 or permission of chair. Collective bargaining by federal, state, and local employees; differences between public and private employment; union security, impasse procedures, and implications of collective bargaining for public management; impact of collective bargaining on wages and other conditions of employment in the public sector.
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MLR 423 - Labor Relations in Public Employment
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MLR 431: Employment Practices Law
3.00 Credits
Cleveland State University
Prerequisite: MLR 302 or permission of chair. Analyzes employment-practices law and its impact on employment decision-making; equal employment opportunity and discrimination; occupational safety and health, pension and benefit regulations and laws that pertain to the employment relationship. Emphasis is on the impact of regulations on organization personnel and human resource policy.
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MLR 443: Entrepreneurship
3.00 Credits
Cleveland State University
Prerequisite: Senior standing or permission of chair. Exploration of the business formation process, and the management and operation of new/smaller enterprises both within and apart from existing ventures. Students are required to develop a written business venture plan and may act as advisers to existing smaller enterprises.
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MLR 447: Cross-Functional Management
4.00 Credits
Cleveland State University
Prerequisite: MLR 301 or permission of chair. Analysis of issues involved in managing different functional departments, and examination of the types of interactions and conflicts that typically occur between departments. Methods of dealing with interdepartmental problems are considered along with current management techniques for improving strategic and operational performance.
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MLR 447 - Cross-Functional Management
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MLR 455: Labor-Management Cooperative Practices
3.00 Credits
Cleveland State University
Prerequisite: MLR 302 or permission of chair. Exploration of cooperative work systems and efforts by labor and management to work together to improve the quality of work life by increasing effectiveness of the organization, productivity, quality, and work satisfaction, and understanding the processes used to accomplish these ends.
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MLR 455 - Labor-Management Cooperative Practices
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MLR 457: Human Resource Information Systems
3.00 Credits
Cleveland State University
Prerequisite: MLR 340 or permission of chair. A comprehensive analysis of human-resource information systems with exploration of major applications and use of systems to improve decision-making; emphasizes hands-on use of technology in human resource planning, selection, appraisal, and compensation.
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MLR 465: Management Strategy and Policy
3.00 Credits
Cleveland State University
Prerequisites: Senior standing, all college core courses, at least three major-field courses. A business capstone course: integration of the student's background, experiences, and previous core business curriculum through case studies and business decision simulation exercises; development of an effective conceptual approach to integrating administrative policy, strategies, and decision-making; diagnosis, analysis, and solution of interrelated administrative problems.
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MLR 477: Managerial Skill Development
3.00 Credits
Cleveland State University
Prerequisite: MLR 321 or permission of chair. Analysis of aspects of managing in which specific behavioral skills can be developed; focus on individual managers and skill development in such areas as goal-setting, time-management, conducting meetings, communication processes, delegation, training, and appraisal interviews.
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MLR 487: International Management
3.00 Credits
Cleveland State University
Prerequisite: MLR 321 or permission of chair. Strategic, managerial, and human-resource issues in international business management; cultural differences and managerial practices in different countries; planning and control of small businesses and global enterprises; evaluating the performance of overseas subsidiaries; coordinating operations in different countries; overseas decisions; career concerns with overseas assignments.
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