Graduate
The Graduate Classes course descriptions are listed below. Courses with a 300 number are reserved for Ph.D. candidates only: Management (MGT) and Master of Business Administration (MBAD).
The courses are taught by the following instructors. Please click on their name to view their bio page.
Professors: E.K. Winslow, S.A. Umpleby, P.M. Swiercz, J. Bailey
Associate Professors: D.C. Kayes, P. McHugh, G.T. Solomon,
Assistant Professors: T.M. Nielsen, J.M. Jensen (Nowakowski)
Visiting Assistant Professor: A. El Tarabishy
Professorial Lecturers: M. Lovell
Associate Professorial Lecturers: K.K. Frey, J.W. Rollins, J.S. Solomon
201 Organization Management and Leadership (3)
Instructors: Nielsen, Umpleby
Integrative approach to organizational concepts, management principles, philosophy, and theory in public and private organizations. Evolution of management functions, and practices, stressing present management approaches, general systems theory, leadership, and contingency management. For non-MBA students only. (Fall, Spring, and Summer)
210 Individual and Group Dynamics in Organizations (3)
Instructors: Kayes, Bailey
Theoretical, empirical, and practical aspects of individual and group dynamics in organizations. Personal, interpersonal, and cultural aspects of teams and groups. Team structure, process; the role of individual experience and its impact on team learning. (Fall, Spring, and Summer)
213 Change Management(3)
Instructors: Nielsen, Kayes
Foundation course for graduate students seeking additional knowledge of change management. Students will be introduced to the behavioral and organizational components of individual, team, and firm-wide change. Topics include reality of change in today’s business environment, challenge of changing habits, sources of resistance to change. Ideal for students who want a framework for understanding the dynamics that often accompany the change process and desire to learn experientially.
214 Consultative Processes (3)
Instructors: Winslow, Nielsen
Theories and methods of planning, introducing, and coping with change in management through the helping process. Intended both for managers seeking an understanding of the consultative approach to planned change and for persons in staff or consultative roles seeking understanding of the consultative process. (Spring)
215 Conflict Management and Negotiations (3)
Instructors: Bailey, McHugh
The nature and sources of conflict and interdependence in social and organizational dynamics. Various means of resolving conflict, including the use of competitive and collaborative negotiations and mediation. Case discussion, exercises, role-playing, and simulation. Managers as mediators and negotiators. (Fall and Spring)
216 Cross-Cultural Management (3)
Instructors: Umpleby, Bailey
The cultural foundations of organizations and institutions, with an emphasis on managerial behavior. Cross-cultural differences as they affect work-related behaviors, such as communication, attitude, teamwork, negotiation, and decision making. (Fall and Spring)
251 Total Compensation (3)
Instructors: Jensen (Nowakowski)
Comprehensive review of all elements of compensation systems that affect an organization, including wages and salaries, incentives, benefits, perquisites, and intrinsic rewards. (Fall)
252 Global Human Resource Management (3)
Instructors: McHugh
International applications of human resource management functions. Selection, preparation, and compensation of U.S. managers and executives for service abroad. Adaptation of human resource management policies to conform to specific cultural environments. (Fall and Summer)
253 Leadership and Executive Development (3)
Instructors: Swiercz, Winslow
Theories of managerial leadership; issues and problems associated with leadership in large organizations at higher management levels: executive selection and development. (Fall)
254 Negotiations and Labor Relations (3)
Instructors: McHugh, Swiercz
Negotiation theory and practice in the context of labor-management relations in both union and nonunion settings. Emphasis on negotiation and conflict resolution skills, arbitration, and grievance procedures, public-sector labor relations, labor laws and public policy, and global labor relations issues. (Spring)
257 Performance Management and Development (3)
Instructors: Gowan, Nowakowski
Comprehensive review of performance appraisal and training and development. Students learn to develop customized training programs that relate to the performance appraisal process. (Spring)
258 Applied Organizational Leadership (3)
Instructors: Swiercz, Bailey
In-depth studies of theories and leadership. Legal and ethical obligations of leadership. The leader in the process of assuming responsibility. Experiential exercises designed to develop the students’ interpersonal abilities and leadership capacities. (Spring)
259 Employment Law and Ethics (3)
Instructors: Swiercz, McHugh
An examination of the interaction of legal requirements and personal ethics and their influence on managerial decisions affecting the employment exchange. Special emphasis on equal employment opportunity and civil rights, workers’ compensation, occupational health and safety, collective bargaining, and wrongful discharge. (Fall)
290 Special Topics (2 or 3)
Instructors: Staff
Experimental offering; new course topics and teaching methods. May be repeated once for credit.
291 Entrepreneurship (3)
Instructors: Solomon
In exploring the “entrepreneur as a phenomenon” students will be exposed to the theory and experiences associated with entrepreneurs, entrepreneurial acts, and entrepreneurship in all organizational settings – large, small, public, and private. (Fall and Spring)
292 Small-Business Management (3)
Instructors: Solomon
The start-up process and management of small firms. Field projects involve student teams as consultants to local businesses. Case studies. Emphasis on total customer service, international opportunities, and minority and women’s issues.
293 New Venture Initiation (3)
Instructors: Solomon
Essentials of planning a new business venture, sources of financing, evaluation of alternative new business ventures, and analysis of business functions. Creating and analyzing the business plan.
294 Strategic Entrepreneurship (3)
Instructors: Solomon
Capstone course for the small business/entrepreneurship concentration. Student teams assist companies in upgrading strategies.
295 Family Business Strategies (3)
Instructors: Solomon
Challenges of managing a family business: risk strategies; successor development and succession planning; stages of family business growth; family motivations and goals. Field projects provide hands-on experience.
298 Directed Readings and Research (3)
Instructors: Staff
299 Thesis Seminar (3)
Instructors: Staff
300 Thesis Research (3)
Instructors: Staff
382 Foundations of Organizational Behavior and Development (3)
Instructors: Kayes, Nielsen
The individuals and institutions central to the field of organizational behavior and development. Students read about, meet with, and discuss the work of persons central to the development of the field. Prerequisite: Doctoral candidate status with organizational behavior and development as a major or supporting field, or consent of instructor. (Spring, alternate years)
383 Field Research in Organizational Settings (3)
Instructors: Staff
Applications of field research techniques in formal organizational settings. Examination of the logic of inquiry and techniques of qualitative data collection. Intensive interviewing and participant observation in field settings are emphasized. (Fall)
385 Special Topics in Research Methods (3)
Instructors: Staff
Research problems and issues related to student dissertations form topics for readings, group discussions, and assigned papers. (Fall and Spring)
386 Management Ideas in Progress (3)
Instructors: Bailey, Winslow, Swiercz
Doctoral students work with a variety of faculty members as they develop new ideas, research projects, and engage in seminal inquiry. The content and structure of the course will depend upon the instructor. Prerequisite: Doctoral candidate status with management as a major or supporting field, or consent of instructor.
390 Philosophical Foundations of Administrative Research (3)
Instructors: Staff
Philosophy of science as applied to research in administration. Topics include the nature and current problems of epistemology, the development and role of theories, and the relationship between theory, methodology, and empirical data. (Fall and Spring)
391 Advanced Problems in Research Methodology (3)
Instructors: Staff
Use of models and theoretical frameworks in research; formulation of research questions, hypotheses, operational definitions, research designs, sampling and data analysis approaches. For doctoral candidates who have completed the general examination and all courses and are preparing for their dissertation. (Fall and Spring)
395 Research Methods and Design (3)
Instructors: Nielsen
This course is designed to provide students with a thorough understanding of relevant measurement techniques, research designs, and methods. Students get the necessary skills to conduct effective empirical research in their area of specialization. Course will focus primarily on principles of measurements, sampling, and causality relevant to multiple fields of study. (Spring)
397 Doctoral Seminar (1 to 3)
Instructors: Staff
Current research and scholarly issues in management.
398 Advanced Reading and Research (arr)
Instructors: Staff
Limited to doctoral candidates preparing for the general examination. May be repeated for credit.
399 Dissertation Research (arr)
Instructors: Staff
Limited to doctoral candidates. May be repeated for credit.
MASTER OF BUSINESS ADMINISTRATION (MBAD)
205 Human Dynamics in Organizations (2)
Instructors: Swiercz, McHugh, Winslow
Integrative approach to organizational concepts, management principles, and the effects of leadership styles and human resource policies and practices on organizational performance in a global and competitive work environment.
295 Interdisciplinary Project (3)
Instructors: Staff
Project and experiential studies of an interdisciplinary nature involving student teams and faculty from more than one field of study. May be repeated for credit. MBA Program Director approval is required.
298 Graduate Internship in Business and Management (3)
Instructors: Staff
Structured practical experience. Permission of instructor required.