Acquisition of strategies that enhance adaptive planning and real-time judgment, based on findings from brain studies and cognitive research. Design of tools to respond to emergent uncertainties and to address situations where intense pressures of time and cost are present. Letter grading.
Enforced requisite: course MGMT 409
Designed for individuals interested in improving their ability to persuade and influence others. Consideration of number of well-studied persuasion and influence strategies that result in greater buy-in for one’s ideas, initiatives, proposals, products, and requests. Letter grading.
Series of real-life business situations that pose complex problems of leadership and ethics, so students develop better understanding of how they can successfully address business situations that define their leadership and ethical positions. Letter grading.
Introduction to different philosophical perspectives for understanding human behavior. Theories and concepts important for understanding human behavior in organizations, as well as managerial implications of individual, group, and social behavior. Special attention to knowledge about satisfaction, motivation, and productivity in organizations.
Enforced requisites: courses MGMT 409, 414A
Optimization of team performance by diagnosing complex team dynamics and taking appropriate action to improve team functioning to help students strengthen their teamwork skills in ways that are proven to increase effectiveness and performance of teams. Letter grading.
Issues involved in developing and managing entrepreneurial organizations. Topics include organizational growth, managerial tools, strategic planning, organizational design, management development, control systems, leadership, and cultural management. Examination of transitions that individuals must make as organizations grow.
Theoretical and practical approaches to influencing and motivating people. Relative effectiveness of various leadership styles, different motivation theories, and power tactics from managerial point of view. Use of experience-based learning methods to aid diagnosis and understanding of one’s own influence styles.
Interpersonal and personality factors affecting managerial communications. Styles and modes of communication in one-to-one, group, and large-systems settings. Opportunities offered to deepen understanding of one’s own communication styles and skills, considering verbal, nonverbal perceptual, and cross-cultural aspects.
Presentation of theoretical principles and concepts from psychology, sociology, and economics through lectures and readings, with focus primarily on improving practical negotiating skills through experiential learning (i.e., negotiations simulations). Participants learn not only to enhance their individual abilities in dyadic and group situations, but also to analyze contexts for most effective application of these skills.
In-depth examination of problems or issues of current concern in management, with numerous topics offered each year.
Requisite: course MGMT 414A
Introduction to human resource management function and management of human behavior in organizations. Emphasis on relationships among individuals, groups, and organizational units as they influence managerial process and development of prospective general managers. Letter grading.
Three-day residential format. Managing and working with people, with emphasis on motivation and development of individuals, leadership and interpersonal relationships, and group dynamics in complex organizational settings.
(Formerly numbered MGMT 421). Key attributes, knowledge, skills, and strategies necessary to succeed communicatively in workplace. Examination of business presentation skills, visual and verbal persuasion skills, and interpersonal communication skills. Lectures, experiential activities, video analyses, and student activities supplemented by extensive individualized coaching by professor.
Advanced course on business presenting and management communication. Presentation of differing types of materials. Individual and team presentations to varied audiences. Examination of special topics in communication.
MGMT 461A: Leadership Foundations I
Focus on individual problem-solving and decision making skills. Alternative conceptual frameworks presented for augmenting diagnostic and decision making skills of individuals. Use of readings, cases, decision simulations, and discussions to explore areas of charting job and career progress, working with others, and shaping work culture.
MGMT 461B: Leadership Foundations II
Continuation of course 461A, with focus on development of self-assessment and self-reflection skills. Facilitation of self-evaluation of leadership strengths and weaknesses, with emphasis on individual problem solving and decision making and team design and development. Readings, cases, decision simulations, peer coaching, and discussions.
MGMT 461C: Leadership Foundations II
Continuation of course 461B. Further exploration of leadership strengths and weaknesses, with emphasis on individual peer coaching, conflict management, individual goal setting, and goal achievement. Readings, cases, decision simulations, peer coaching, and discussions.
MGMT 461D: Leadership Foundations III
Continuation of course 461C. Facilitation of self-evaluation of leadership strengths and weaknesses, with emphasis on career development, social networks, and organizational design. Readings, cases, decision simulations, peer coaching, and discussions.
MGMT 461E: Leadership Foundations III
Continuation of course 461D. Further exploration of leadership strengths and weaknesses, with emphasis on individual leadership and organizational change. Readings, cases, decision simulations, peer coaching, and discussions.
MGMT 478: Selected Topics in Management
Seminar, 90 minutes to three hours. Examination of selected problems and issues in an area of current concern in management.
MGMT 486: Strategic Leadership and Strategic Implementation
Designed to address several fundamental aspects of leading complex organizations, with emphasis on important tasks of developing well-aligned, high-performance organizations and on challenges of leading change in organizations. Enables students to develop organized point of view on strategic leadership and to increase their awareness of themselves as leaders.
MGMTPHD 206A,B,C: Research Seminar: Management and Organizational Behavior
(Formerly numbered MGMT 258X,Y,Z). Development of ability to critically evaluate research in fields relevant to study of problems or issues of current concern in management and organizational behavior. Papers presented in colloquium format by leading scholars in organizational behavior. Active participation and intellectual interchange encouraged through discussion of papers during colloquium.
MGMTPHD M243: Foundations of Organizational Behavior
(Formerly numbered MGMT M259A). This course focuses on foundational text of the field. Doctoral-level survey of classic and emerging theories and research in field of organizational behavior, with focus on micro-level topics related to individual and interpersonal processes within organizations. Exploration of how individual behaviors, cognitions, and perceptions are affected by organizational content, structure, and culture.
MGMTPHD 244: Advanced Studies in Organizational Behavior
(Formerly numbered MGMT 259B). This course focuses on contemporary theory and research in the field. Doctoral-level survey of research literature assessing how organizations utilize human resources to enhance individual, group, and organizational effectiveness. Current theory and research in psychology, anthropology, organization behavior, and economics, including topics such as careers, participation, negotiations, and technology/work systems
MGMTPHD 245: Research in Organizations
(Formerly numbered MGMT 259C). This course focuses on methodological approaches to the study of behavior in organizations. The focus of the course will be on shifting out of the mindset of consuming research to that of a producer of high impact research in management. We will consider trends in the study of organizational behavior and human resource management, with a specific focus on a psychological understanding of market behavior and its relationship to behavior in organizations.