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Undergraduate Courses

The Dynamics of Leading Organizations

SMG OB 221 (4 credits)

Prerequisite: Sophomore standing; SM121/122, or SM299, or SM131 and FE101; SM208 co- requisite for SMG students who have completed SM108. SM209 co-required for students who have not taken SM108. This is an experiential learning-based course that studies what people think, feel and do in organizational settings, focusing on individual, interpersonal, group and organizational processes. The primary objective is to help students understand and manage organizational dynamics as effectively as possible. This is done through: analysis of readings; reflecting on hands-on, real-time experiences in organizations and in teamwork here; practice opportunities in class sessions, creative applications and team exercises; and papers written by students and teams. The readings, discussions and lectures provide students with abstract knowledge about organizational behavior processes and structures; the semester-long "OB Team" experiences, working together as an intact team to address real-world problems, will provide skill-building opportunities to help manage one's own and others' behavior in teams and organizations in the future. Major topics include personality, motivation, team dynamics, leadership and organizational change. 4 cr.

Human Resource Management

SMG OB 441 (4 credits)

Required for Organizational Behavior concentrators. Introduces students to the field of human resource management (HRM). Emphasizes the strategic importance of effective human resource management to the success of any organization. Specific topics covered include: job design and workforce planning, recruiting and selection, training and development, performance management and rewards, employee and labor relations, and retention. Particular attention is paid to the ways in which organizations' strategies and practices around these issues contribute to the strategic objectives of the organization. Individual and group projects enable students to develop skills in making decisions from both the human resource manager's and the general manager's perspectives. 4 cr.

Leading High Performance Teams and Project Groups

SMG OB 442 (4 credits)

Provides an opportunity for students to develop an in-depth understanding of creating, leading and maintaining high performance teams - and in particular, project groups that have clearly defined goals and deliverables. Students will learn to structure and organize high performance teams, develop and practice team interventions, and use teams effectively in organizational contexts. 4 cr.

Managing in a Global Environment

SMG OB 444 (4 credits)

Examines the many dimensions of managing people and organizations in a global context. The focus is understanding, leading and managing in an organization that spans multiple countries and regions. Topics include, managing global systems, processes and procedures, and valuing and leveraging cultural differences, managing cross-cultural and virtual teams. In addition students will have the opportunity to structure and engage in real time global projects and interact with managers and leaders from around the world. 4 cr.

Managing the Family Firm

SMG OB 445 (4 credits)

Explores the unique challenges and opportunities involved in managing a family-owned firm. Topics include the decision to join the family firm, establishing credibility, stages of family business growth, and organizational development and succession.

Negotiations

SMG OB 448 (4 credits)

Focuses on the problems and possibilities of effective negotiations, conflict management, and power and influence at work and in other settings. Emphasizes developing both intellectual knowledge of approaches to negotiation, conflict and organizational influences and practical skills in applying that knowledge to various situations. 4 cr.

Leadership and Management of Social Enterprises

SMG OB 456 (4 credits)

A well-managed social enterprise can translate idealism into action. It can help create a world that is more sustainable, more compassionate, and more just. This course will explore the distinctive aspects of launching, leading, and growing an enterprise -- nonprofit or for-profit -- whose primary goal is social impact. We will study mission, strategy, cause marketing, social entrepreneurship, and scaling. We will learn that success for social enterprise is driven less by a compelling story or a charismatic advocate than by diligent management and insightful leadership. The course will use a variety of lively in-class learning activities and assignments, including debates, role plays, case studies, site visits, and guest experts. All students will conduct a research project on a social enterprise of their choice, culminating in a paper and presentation.

The Leadership Challenge

SMG OB 460 (4 credits)

Required for Organizational Behavior concentrators. Explores the nature of leadership in theory and practice with the perspective that leaders are needed at all levels of organizations. The course design is experiential and reflects the idea that leadership skills are built not only from reading and studying leadership theories and cases, but more importantly, from actively engaging in activities that push students to develop new, more effective leadership capabilities. Students are immediately engaged in the real work of leaders through our innovative and exciting leadership challenge initiatives. 4 cr.

Directed Study: Organizational Behavior

SMG OB 498 (Var credits)

Directed study in Organizational Behavior. 2 or 4 cr. Application available on Undergraduate Program website.

Graduate Courses

Leading Organizations and People

GSM OB 712 (4 credits)

This course introduces you to some fundamental concepts, models and frameworks to help you become better acquainted with the organizations for which you work, the teams in which you work, the people with whom you work, and your own personal development. Specifically, this course considers: 1) how to develop yourselves as managers, 2) how to work well within teams, 3) how to assess and manage interpersonal dynamics, 4) how to structure more effective organizations, and 5) how to manage organizational change. Tying all of these elements together, we will devote particular attention to the traits, skills and behaviors that are indicative of good leadership and how organizations and managers can be transformed for better alignment with the business demands of the future.

Leading Organizations and People

GSM OB 713 (3 credits)

This course introduces concepts, models and frameworks to help you become better managers of the organizations you work for, the teams you work in, the people you work with and your own professional development. Emphasis will be on behavioral science concepts and research findings related to the major challenge managers face -- how to organize individuals in order to fulfill the objectives and strategies of the firm. Topics that will be examined include: the nature and dynamics of the organization (organizational structure and culture, performance systems and metrics, reward systems, selection and socialization); the elements of individual leadership and personal development (power, decision-making, emotional intelligence, career development, developmental needs, feedback, and mentoring and coaching); managing change within organizational contexts (the dynamics and stages of organizational change and the skills and tactics employed by change agents); and the relationships between the firm and the external environment in which it operates. The course objective is to provide analytical skills and strategies, substantive knowledge, and a professional sensibility that will increase your ability to take effective action.

Leading Transformation in Health and Social Sector Organizations

GSM OB 802 (3 credits)

Organizations in the health and social service sectors have missions to create social value in a variety of areas including patient care, client services, environmental sustainability, educational access, global health, health service delivery, and poverty. This course examines theories and practices of leading transformation uded to bring about a desired social impact through such organizations. For example, it will explore how sustainable change is achieved through "small steps" infused into everyday life. In order to build skills in leading transformation the course is heavily experientials. It will integrate a field-based group project along with exercises, cases and speakers. Group project teams will work with a health or social sector organization to examine a change effort and devlop a leadership briefing that distills the change implementations process and value realized, and generates actional recommendations for leading future transformation.

Career Management & Work-Life Integration

GSM OB 815 (3 credits)

This seminar will examine major theoretical models and research on the process of how careers unfold in and out of organizations. It will examine both the more traditional issues of career dynamics in organizational settings (e.g., internal labor markets, tournament mobility systems, organizational socialization) as well as emergent issues of boundary-less, protean, or "free agent" career processes, such as career transformation, career networks, developmental relationships, adult development, and emotional competencies.

Leading the Mission-Driven Organization

GSM OB 830 (3 credits)

Mission-driven organizations are created in order to accomplish goals that extend beyond profits for stakeholders and owners. Missions vary, ranging from, among many others, improving health care, providing meaningful work opportunities, educating or protecting youth, safeguarding the planet, eradicating poverty, building sustainable organizations, and enabling spirituality. Such missions occur in the context of various organizations, including non-profit and for-profit, philanthropic and religious, public and private, governmental and non-governmental. This course focuses on leadership theories, frameworks, and practices that take seriously the nature of workers, including both professional staff and volunteers, and their reasons for choosing to work in such organizations. This course is designed to build the capacities of students to use specific tools related to leadership, conflict, and change that are particularly useful in leading mission- driven organizations, and enable them to develop particular insights about specific mission-driven organizations of interest, related to their effectiveness and capacities for change.

Leading Sustainable Enterprises

GSM OB 835 (3 credits)

Leading and managing a sustainable and successful 21st Century Enterprise requires updated context, skills, frameworks, and vernacular. Pressures resultant from population growth and increasing consumerism have upended past assumptions related to limits. While the 19th century was characterized by limits of human capital and the 20th century was limited by financial capital, the 21st century will be limited by natural capital. Shared and improperly priced renewable resources (such as the air, the oceans and clean water) are being threatened by climate change and a host of other challenges. Other renewable resources (such as forests and fish stocks) are being consumed faster than they can be replenished and non-renewable resources (such as oil and metals) are being depleted faster than any time in human history. At the same time, transparency (enabled by technology), new modes of communication, and an ever increasing number of NGOs, are elevating consumer expectations of corporations. Finally, regulation is expanding in response to market inefficiencies and as a means of addressing externalities. While all of these changes are happening outside the walls of the corporation, they are so profound that they require a reexamination of the past modes of leadership and management inside the Enterprise. For starters, leaders must reconsider the mission of their enterprise and identify and prioritize the stakeholders that the corporation is committed to serve. In addition, leaders will be challenged to reimagine the appropriate framework for the corporation, understanding newly extended boundaries of responsibility. Thoughtful leaders will also look around corners to try to understand the inter-relationships of heretofore not considered interactions and feedback loops.

Global Strategic Human Resources Management

GSM OB 838 (3 credits)

This course focuses on personnel and labor policies that are crucial to the accomplishment of a company's strategy. After introducing a conceptual framework, the course, largely through case studies, emphasizes the policies needed to attract, develop, and motivate an organization's members. Specific topics include the employment relationship, employee relations, contract negotiation and administration, and benefit policies and programs. This course is as concerned with the executive and professional level as it is with the non-exempt work force.

Management Consulting Field Project

GSM OB 840 (3 credits)

The purpose of this course is to provide students with an in-depth understanding of the management consulting process and its practical application. Students will explore dimensions of the consulting framework, engagements, work methodology, client relationship management, value creation, developing and delivering presentations and client follow-up. This course requires a series of interim deliverables contributing toward the final deliverable. This course is primarily a field-based course supported by lectures, readings, guest speakers and case discussions. The course simulates a small consulting firm where you are the consultant. By working on a consulting assignment with team members as well as using your classmates as resources for your project you are gaining the "real world" experience of working in a small consulting firm. This class is designed and best suited for second year students who have 3-5 years work experience in the public, private or nonprofit sectors. Management consulting experience is not required though it is helpful.

Fundamentals of Nonprofit Management

GSM OB 841 (3 credits)

The purpose of this course is to teach students about the distinctive challenges of managing high-performing organizations in the nonprofit sector. The course will cover a broad range of topics and it is intended to be a gateway course to the sector and to potential electives and pathways of future learning. The two major projects in the semester (one is individual, one in a team) offer students the chance to choose an area of interest to explore in depth. Other assignments challenge students to identify and analyze key indicators of nonprofit performance and to communicate effectively about those issues to selected stakeholders. A strong grounding in nonprofit accounting and financial management is extremely valuable and so we devote considerable attention to those topics. The course also addresses nonprofit marketing, evaluation, fundraising and revenue generation, growth strategy, impact investing, and the confluence of charity and commerce. The course is oriented to practice and will engage experts in the field.

Managing Organizational Change

GSM OB 844 (3 credits)

Change is crucial for the success and survival of organizations. Managing change is central to the role of senior leaders, middle managers, and frontline supervisors alike; each needs to understand the change process and develop the skills necessary to engage that process effectively. This course focuses on both the knowledge and the set of skills that enable change to be effectively managed across various organizations and industries. Students will learn how to be effective agents of change, in the context of different types of roles--tops, middles and bottoms--and organizations. We will explore the nature of both proactive and reactive change, examining the conditions under which such change is successful and the skills necessary to ensure that success. Students will also have the opportunity to learn about themselves as change agents, in the context of considering their own tendencies, skills, and capabilities amidst proactive and reactive change. The course is particularly appropriate for students who wish to develop their leadership and consultation capabilities.

Leading High Performance Teams and Project Groups

GSM OB 847 (3 credits)

This course introduces the challenges of leading and participating in teams and project groups. It emphasizes the role of leadership in composing teams, motivating members, and creating an environment in which teams and their members grow in capacity over time. This course will use cases, experiential exercises, and group projects to help students gain both knowledge of team dynamics and the skills to shape them.

The Leadership Challenge

GSM OB 848 (3 credits)

This course examines the essence of leadership; its relationship to managing; and the behaviors, attitudes and perspectives that distinguish leaders. Leadership is considered in a variety of ways: leadership in crises, at the top, in the middle, and in groups. Case studies, students' past experiences, instruments, and other learning activities provide opportunities for students to assess and develop their leadership talents.

Negotiations

GSM OB 853 (3 credits)

This course uses the theory and research on effective negotiating strategies to build students' understanding of, and skills for, managing differences and negotiation situations. The course considers, among other topics, the issues of negotiating across functions, between levels, across national and cultural differences, over race and gender differences, and between organizations. Students examine: 1) problems of influence and self-defense in highly competitive "hardball" negotiations; and 2) the art of using differences for creative problem-solving and "mutual gain" outcomes. The emphasis is on developing practical skills for effective negotiations that can be applied to concrete situations. Students should be prepared to learn from their own experiences and practice in this course.

Managerial Decision Making

GSM OB 860 (3 credits)

This course examines theoretical and practical aspects of decision-making. Using a combination of cases, exercises, and psychological and behavioral instruments, students will learn to understand and manage decision making from various perspectives. There will be an emphasis placed on strategic decisions and crisis decisions in a wide variety of circumstances, including business decisions, personal decisions, and managerial decisions made during several different types of events. There will be a detailed analysis of managerial decisions made during the Cuban Missile Crisis. Decisions will be analyzed using several models, including rational choice, game theory, organizational and communications structure, context analysis, cognitive mapping, and several psychologically based theories.

Dr Stdy:Org Bhv

GSM OB 888 (Var credits)

Ds: Org Behav

GSM OB 889 (Var credits)

Ds: Org Behav

GSM OB 898 (Var credits)

Ds: Org Behav

GSM OB 899 (Var credits)

Career Management & Work-Life Integration

GSM OB 915 (4 credits)

This seminar will examine major theoretical models and research on the process of how careers unfold in and out of organizations. It will examine both the more traditional issues of career dynamics in organizational settings (e.g., internal labor markets, tournament mobility systems, organizational socialization) as well as emergent issues of boundary-less, protean, or "free agent" career processes, such as career transformation, career networks, developmental relationships, adult development, and emotional competencies.

Exp of Research

GSM OB 917 (4 credits)

Seminar in Micro Organizational Behavior

GSM OB 918 (4 credits)

Micro organizational behavior is the study of individual behavior and social processes in organizations. The goal of this doctoral course is to familiarize students with major conceptual frameworks, debates, and developments in the field of micro organizational behavior. This course will review the key literature in the study of individual behaviors, interpersonal relations, and group dynamics in organizations. The readings and discussions will focus on core topics in the field, such as personality and individual differences, work attitudes, motivation, leadership, groups, and socialization. This course is required of all first year doctoral students in Organizational Behavior and is open to other doctoral students with permission.

Seminar in Macro-Organizational Behavior

GSM OB 919 (Var credits)

This course examines theory and research about organization design, relations between organizations and environments, and inter-organizational relations. The emphasis is on the behavior of organizations as systems themselves and on their relations with the larger context in which they are embedded. The course examines topics such as: organizations as open systems, as institutions, as elements in ecological systems and other perspectives on large scale organization theory and dynamics. The course is a basic survey of theory and research on macro-organizational theory.

Field Studies Seminar

GSM OB 923 (4 credits)

As management researchers seek to understand questions of 'how' and 'of what ' in addition to the more traditional question of 'how many,' qualitative methods are taking a central place in our field's methodological practice. One indicator is the publication of qualitatively based articles by major journals in the sub-disciplines of organizational behavior, information systems, strategy, accounting and marketing. This doctoral-level seminar has two objectives: to explore the range of methodological practices and processes associated with conducting and composing high quality qualitative research, and to draw particular attention to the important processes of observing, discovery, justification and writing.

Dr Stdy:Org Bhv

GSM OB 990 (4 credits)

Doc. Seminar

GSM OB 991 (Var credits)

Dr Stdy:Org Bhv

GSM OB 995 (4 credits)

Dr Stdy:Org Bhv

GSM OB 996 (Var credits)

Dr Stdy:Org Bhv

GSM OB 997 (Var credits)

Ds: Org Behav

GSM OB 998 (Var credits)

Ds: Org Behav

GSM OB 999 (Var credits)