The purpose of this course is to understand both the impact and experience of the individual in an organizational setting. We will discuss the influence that individual differences and behaviors play within an organization, focusing on the employee as the key factor through which organizations function and grow. An employer?s success is largely attributable to the motivation and performance of those they employ. The factors that influence both their motivation and performance will be the focus of our content. We will explore topics such as personality, values, perceptions, and diversity among others. Each topic covered will enrich our understanding of the complex relationship between the individual and the organization. Recommended prerequisite: HRIR 3021

The purpose of this course is to understand both the impact and experience of the individual, leaders, and teams in an organizational setting. We will discuss the influence that individual differences and behaviors play within work teams, and how leadership may shape team experiences, focusing on the team as the key factor through which organizations function and grow. An employer?s success is largely attributable to the motivation and performance of those they employ. The factors that influence group, team, and organizational performance will be the focus of this class. We will explore topics such as communication, conflict, negotiation, leadership, organizational structure and change, among others. Each topic covered will enrich our understanding of the complex relationship between the individual, team, and the organization. Recommended prerequisite: HRIR 3021

Every day, life gives us opportunities to practice leadership: experiencing group conflicts, recognizing the achievements of a classmate, overhearing an offensive joke, observing microaggressions, sharing innovative ideas with your team. In this course, you will learn how to investigate and respond to these moments of leadership using fundamental leadership science and frameworks based on leadership theory and empirical evidence. These moments provide an opportunity to become something, to do something different, usually through understanding complex issues, navigating change, empathy, and influencing others. The course will expose you to fundamental leadership science and frameworks backed by leadership theory and empirical evidence. You will focus on understanding personal leadership strengths and vulnerabilities through assessments, reflection, and feedback. To improve your leadership capabilities, you must know from what point you are starting. Throughout the class, there will be reflection exercises and assessments that will help you understand your values, default traits, and work styles as you navigate everyday moments of leadership. Leadership skills are best learned by integrating and applying evidence-based theoretical concepts to practical situations. These skills are difficult to meaningfully assess with exams and typical assignments. Thus, we will learn with practical exercises and the application of course materials to your life as a leader. The experiential learning of the class will allow you to navigate leadership moments and bring the course concepts to life.

This course covers the challenges and rewards associated with managing today?s increasingly diverse workforce. Diversity has the potential to benefit employees and organizations alike, yet the benefits of diversity are only realized in organizations with effective diversity management practices. In this course, we will discuss the power of inclusion as it relates to the employee experience. We will study effective strategies for building diverse and inclusive companies, and will address the barriers that can often exist. We will look at approaches to organizational design that limit unconscious bias and produce more objective decisions across the employee experience?from engaging and hiring candidates to retaining employees and helping them thrive. Finally, we will dive into how to create inclusive cultures and a sense of belonging, across local and global contexts. Student engagement and willingness to share diverse perspectives are critical to the success of this course. prereq: HRIR MA student must register A-F, 3021, [CSOM or HRD junior or senior or dept consent]

Skills/competencies required to coach, mentor, develop employees/leaders. Managing coaching process. Planning coaching relationship. Coaching as leadership development strategy. Coaching executives. prereq: HRIR MA student must register A-F, [CSOM or HRD junior or senior or dept consent] with HRIR 3021

This course is an introduction to the theory and practice of negotiation as the art and science of securing agreements between two or more interdependent parties seeking to maximize their own outcomes. The concepts you learn and the skills you develop in this class will apply to both your work and personal negotiations. At the heart of this class is the idea that the best way to learn to negotiate is by engaging in negotiation and then rigorously analyzing your experience. Therefore, this course is designed to be a highly interactive learning experience. The role of the course instructor is to help you get the most out of this experience by selecting relevant and compelling exercises and readings, as well as by facilitating engaging and meaningful discussion of class negotiations, negotiation research and best practices.

This course focuses on how business organizations innovate and change. The course covers foundational topics and combines both theoretical insights and practical knowledge based on cases and hands-on exercises. The class topics address the following questions: · What are the sources, types and patterns of innovation? · What are the characteristics of an organization?s innovation ecosystem? · How do organizations compete and collaborate in innovation ecosystems? · What are some external forces shaping organizational innovations? · How do organizations adapt to these external forces? By the end of this course, students will: Learn the key principles of success and failure of innovation and change in business organizations across different products, services and geographies. Apply course concepts to real organizational cases, diagnose problems and recommend solutions. Use clear written, verbal and online communication skills. Collaborate to create novel solutions to tasks and problems. Demonstrate the use of a wide range of qualitative and quantitative sources to support conclusions and recommendations. prereq: MGMT 3001 or MGMT 3004 or MGMT 3010 or MGMT 3015

People do surprising and funny things. Business leaders, policy makers, and scientists long have been interested in why people do what they do, and for a long time that interest has fallen under the rubric of a "rational man" model. It is now clear that the rational model is imperfect, at best. This course takes a look at the less rational side of life, studying the shortcuts, the low road, and the error-prone processes that enable people to feel, decide, and act efficiently--despite costs to rationality. For most of the past 200 years, most of what organizations, politicians, and well-meaning people did in order to make consumers change their behavior consisted of what might be called "shoves"--heavy-handed, choice-restricting, highly-incentivized, information-dense treatments that basically told consumers what to do (or else!). Those, by and large, do not work. Not only do they not work, but they are also costly and can even make the unwanted behavior emerge even more than before the shove by creating boomerang or counterproductive effects. prereq: MKTG 3001

Examine personal views of leadership, differences between personal/positional leadership, leadership ethics/values, personal leadership strengths/skills.

Students apply and integrate leadership theory in a community experience, think critically about their positional leadership roles, extrapolate the experience to future leadership issues within their specific fields, and work through challenges of positional leadership.