Graduate Certificate in Leadership and Human Capital
Sharpen your leadership and human resources acumen. Accelerate your career with a Graduate Certificate in Leadership and Human Capital.
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Learn from the Best
As a graduate certificate student, you will have the opportunity to learn from world-renowned faculty and accomplished classmates. Among your professors, you’ll find human resource experts, consultants, and respected industry leaders. Engage in practical, real-world learning, designed for ambitious professionals like you.
Open to both U.S. and international students, this option is perfect for professionals with the drive to dedicate eight (or more) months to this educational experience. This program has been designed to be compliant with F1 visa regulations.
A Focused Curriculum to Target Your Goals
By mastering the curriculum in this graduate certificate, you will gain valuable insight to help you succeed when faced with real-world challenges. You will have the opportunity to learn management strategies to maximize team member contribution and create and sustain motivational commitment and performance. You will explore ways to improve your managerial and leadership effectiveness by understanding, diagnosing, and influencing workplace behavior. And you will come to understand key components to manage up, down and across your organization, deepen and foster relationships with clients, suppliers and stakeholders.
Each of the classes for your Graduate Certificate in Leadership and Human Capital will help you gain essential business knowledge to develop your career potential. You will take one required course and select an additional three or four electives. The minimum required number of courses to earn your certificate is four, however many of our students select to take an additional elective in order to broaden their expertise. For International students, you will take five classes over an eight-month period (two semesters) to be visa compliant.
The curriculum is subject to change by D’Amore-McKim faculty. Course offerings may vary by semester.
Examines today’s evolving environment, in which effective utilization of human resources is a source of competitive advantage. To maximize the contribution of organizational members, managers must be able to understand, diagnose, and influence workplace behavior in the context of change. Topics include management of cross-functional teams and boundaryless organizations. Emphasis is on the role of corporate culture and distributed leadership. HRMG 6200 | 3 credits
Electives (Select 3 or 4)
Designed to improve the managerial and leadership effectiveness of individuals who have increasing responsibility over the performance of creative individual contributors and project teams working for them. Covers both micro concerns (individuals and groups) and macro issues (organizational structure and interfunctional relationships). Topics include creating and sustaining the motivational commitment and performance of professional employees, dealing with complacency and routine performance, managing organizational reward systems and career paths of professionals, overseeing effective conflict management and leadership of decision-making processes, managing pressures between product development and schedule, staffing and managing the critical roles and cross-functional relationships in the innovation process, managing the communication and transfer of information and technology effectively across organizational structures, and effecting organizational diagnosis for systemic change. HRMG 6210 | 3 credits
Examines the actions that managers must take to stimulate innovation and direct it in ways that allow the organization to accomplish its goals. Topics include what organization forms are most conducive to innovation, what factors hinder innovativeness and how can they be overcome, and what role managers play in bringing about innovation. Focuses on the actions that companies and their managers can take to design their organizations and systems effectively in order to foster innovativeness. Elements of an organization’s infrastructure include design, reward mechanisms, communication patterns, boundary spanning, control systems, leadership at all levels, and the organization’s culture. HRMG 6212 | 3 credits
Built on the premise that everyone is capable of leadership. Exposes students to a series of alternative perspectives of leadership, including some contemporary collaborative models. From careful consideration of these perspectives, as well as from practicing them using the course’s experiential methods, students have an opportunity to build a personal model of leadership upon which they can expand as they continue to develop as leaders. HRMG 6213 | 3 credits
Takes a general manager’s perspective on human resource management. Global competitive challenges are forcing organizations to become increasingly flexible. Workplace trends such as telecommuting, increased information technology, contingent workers, and diversity hiring designed to address this flexibility are fundamentally altering the realm of human resource management in the United States. Explores how these issues affect the management of people in organizations through case analyses, small-group exercises, videos, and lectures. Examines topics traditionally related to the human resources management function, such as planning, staffing, evaluating, and rewarding. Also examines employee rights, labor relations, and international human resources management. HRMG 6214 | 3 credits
Studies and debates the criteria for a great company. As suppliers, customers, employees, or students, everyone has experience with a range of organizations. Some are admired, some are mediocre, and some are dreadful. This course focuses on companies with management practices that produce and sustain extraordinary outcomes such as low cost, amazing service, fast growth, and exceptional quality. Often, these companies are great because they dare to be different and the key question is: “How do they do it?” Explores such topics as organizational culture, organizational design, empowerment, business process improvement, reward systems, and employee and organizational learning. Uses a variety of learning approaches, including case studies, articles, lecture/discussion, videos, and exercises. HRMG 6218 | 3 credits
Explores how organizational leaders use scientific knowledge to develop effective sustainability strategies around such global issues as climate change and energy depletion. Also explores how key stakeholders—businesses, governments, gray sector organizations, and communities—interact on issues of global sustainability. The course objective is to develop leaders who can research and communicate effectively about global environmental sustainability. HRMG 6219 | 3 credits
Covers key issues and introduces management principles in health organization management. Offers students an opportunity to apply important theoretical ideas, such as systems thinking and organizational learning, to meet challenges effectively, to learn how the healthcare workplace functions, and how to manage in these workplaces. Emphasizes case-based learning, critical thinking, and evidence-based management using individual and group projects. Introduces cutting-edge tools in areas such as work redesign, performance management, brand enhancement, and quality improvement. Addresses the management imperatives of today’s healthcare organizations and how to implement strategies and programs to meet those imperatives effectively. Intended for anyone interested in working or managing within the healthcare industry, including the field of public health. HRMG 6220 | 3 credits
Designed to improve students’ understanding of the negotiations process and their ability to plan and conduct negotiations effectively. Includes such class activities as readings, lectures, and discussions as well as case discussions and role-playing negotiation exercises. MGMT 6214 | 3 credits
Introduces how to measure and manage a workforce strategically, including (1) identifying the strategic work that is truly necessary to execute firm strategy; (2) investing in differentiated management systems that support that work; and (3) designing and implementing targeted measurement systems, such as human resources function and workforce scorecards, designed to help to hold line managers accountable for strategic talent. Emphasizes helping students move from a focus on levels associated with a particular workforce attribute (e.g., what is our cost per hire?) to understanding the impact of the workforce on business-level outcomes (e.g., how might an increase in the quality of our project managers affect new product cycle time?). STRT 6210 | 3 credits
Apply to be part of the team that recommends stocks and manages investments for the 360 Huntington Fund. Launched in 2008, this nearly $1 million student-managed mutual fund represents experiential learning in its purest form.
Join a network of graduate business students and working professionals who are committed to using the power of business to make a positive impact on society by growing and strengthening a community of new leaders who use business to improve the world.