Organization Behavior and Leadership
Designing Urban School Systems (298D)
Examines the development of new approaches to the organization and management of complex school systems. The course covers Charter Schools, decentralized school districts including those of New York City, San Francisco, and Oakland, and other recent innovations including Pilot Schools, Weighted Student Formula, and related innovations in scheduling, curriculum design, and local school budget control.
Individuals and Groups in Organizations (259A)
Survey course exploring classic and emerging theories and research in the field of Organizational Behavior focusing on micro-level topics related to individual and interpersonal processes within an organization. The course will explore how individual behaviors, cognitions and perceptions are affected by organizational context, structure and culture.
Leadership Foundations (414)
The Leadership Foundations course is designed to enhance student knowledge of and competency in leadership. Thus, the course has both conceptual and skill development objectives. The conceptual framework for the course is grounded in principles of individual, group and organizational behavior.
Leadership, Motivation, and Power (285A)
Studies theoretical and practical approaches to influencing and motivating people. Explores relative effectiveness of various leadership styles, different motivation theories, and power tactics from a managerial point of view. Uses experience-based learning methods to aid diagnosis and understanding of individual influence styles.
Leading Teams (298D)
Even as they become a way of life in many organizations, widespread myths and misconceptions about teams often stand in the way of effective teamwork. This course sharpens understanding of the conditions that foster team effectiveness and the disruptive forces that can derail teams, develops diagnostic abilities and knowledge of appropriate actions and builds the skills needed to effectively lead teams.
Managerial Interpersonal Communication (285B)
Focuses on interpersonal and personality factors affecting managerial communications. Analyzes styles and modes of communication in one-to-one, group, and large-system settings. Offers opportunities to deepen understanding of individual's own communication style and skills considering verbal, nonverbal, perceptual, and cross-cultural studies.
Management Communications (421A/B)
Focuses on the key attributes, knowledge, skills, and strategies necessary to succeed communicatively in the workplace. Three major content elements combine to form the curriculum: business presentation skills; visual and verbal persuasion skills; and interpersonal communication skills. Class lectures, experiential activities, video analyses, and student activities are supplemented by extensive individualized coaching by the professor.
Negotiations Behavior (286)
Presents theoretical principles and concepts from psychology, sociology, and economics through lectures and readings while focusing primarily on improving practical negotiations skills through experiential learning, i.e., negotiations simulations. Class participants learn not only to enhance their individual abilities in dyadic and group situations, but also to analyze contexts for the most effective application of these skills.
Organizational Behavior (409)
This course is designed to provide a practical guide to managing behavior - your own and that of your co-workers - in organizations. We draw on social science to identify the key human tendencies that can pose obstacles to organizational effectiveness. Topics include the challenges of making decisions effectively, motivating others to implement your vision, managing groups and teams, and influencing those who resist your ideas.
People in Organizations (281B)
Introduces different philosophical perspectives for understanding human behavior. Presents theories and concepts important to understanding of human behavior in organizations along with managerial implications of individual, group, and organizational behavior. Special attention given to knowledge about satisfaction, motivation, and productivity in organizations.
Research Design in Human Systems Studies (280C)
Acquaints students with process of designing studies of human systems, including choice of research topics; actively involves students in preparation of research proposals for research papers and doctoral dissertations.
Task Group Processes (282)
Focuses on structures, processes, and interrelations of work groups in sociotechnical systems. Emphasizes understanding of how group activities interrelate with physical/technical environment. Imparts practical knowledge of task group functioning through class exercises and field observations. Considers team concepts and project group design
Human Resource Management
Labor Relations: Process and Law (250A)
Considers, at an advanced level, collective bargaining process, labor-management agreement, contract administration, law of labor management relations, union structure and goals, and influence of external labor markets on labor relations.
Markets and Organizations (259C)
This course explores classic and emerging theories and research in the sociology of organizations and the sociology of markets. The course focuses on how literature in sociology, political science, and institutional economics answers four broad questions. The emphasis is on inter-organizational processes and their influence on markets although we will also consider their relation to intra-organizational process.
Managing Human Resources (251)
Management of people in organizations that is organized at three levels of analysis: (1) day-to-day utilization of people as organizational resources to achieve optimal productivity, satisfaction retention, and development; (2) the personnel management function or system that performs specialized human resource functions; and (3) issues facing top management that involve management of human resources, including strategic planning for human resources, union/management relations, and design of corporate culture.
Organization Design (284A)
Prerequisite: course 281B, or consent of instructor. Survey of organizational design theories and methods, including bureaucratic, participative, and cognitive, models. Develops specific methods ranging from microdesign of jobs to macrodesign of total organizational systems. Emphasizes sociotechnical and differentiation/integration models.
Organizational Development (284B)
Analyzes effects of organizational and managerial practices on individual self-fulfillment and systems effectiveness. Presents theories of organizational change and action-research methods in organization development. Combines theory with practice through seminar discussions of field observations.
Pay & Rewards in Organizations (254)
Applies concepts of business strategy, labor markets and employee motivation to organizational pay and reward strategy, policy and practice. Empirical evidence is combined with selected cases to analyze pay for performance, executive compensation, pay and rewards in entrepreneurial and not-for-profit organizations, international pay and reward practices, and the effects of pay and reward practices on organizational performance. Students develop skill in designing and implementing organizational pay and reward systems and practices.
Political Economy of Global Capitalism (253)
Examination of political, legal, and social institutions to demonstrate varieties of modern capitalism and business/government relations around world. Analysis of domestic policy that nations are pursuing in response to economic globalization and introduction to international coalitions being formed as result of globalization and to nongovernmental organizations related to problems such as global environmental crisis.