Leading People & Organizations Concentration

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 Hours

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 Hours

Introduces students to the uses of power and influence in the surroundings in which they work, working with and managing people, and achieving the goals they set for themselves. Offers students an opportunity to make sense of their own on-the-job learning experiences and to explore basic diagnostic and action-planning skills that they can later use on the job. Exposes students to a variety of cases that demonstrate the effective and ineffective uses of power in different types of organizational contexts and at different points in a manager's career and how to consider difficult ethical questions as well.

HRMG 6221 | 3 Hours

Examines the entrepreneurial mindset: the relationship between successful business leadership and the psychological techniques and characteristics that thriving entrepreneurs possess. Studies the interpersonal and interactional side of building impactful ventures that matter and provide value, drawing from a mix of live cases and experiential exercises. Introduces a conceptual foundation and offers practical tools for addressing situations that students are likely to face in entrepreneurship and in leadership roles.

HRMG 6222 | 3 Hours

Offers students an opportunity to obtain the insights, frameworks, and tools to effectively manage and develop talent in teams and organizations. Also explores promotion and cross-functional systems that strengthen the organization as well as retention strategies to promote and reward high-quality talent. Managing and developing talent is one of the top three issues on the minds of CEOs from around the world. In fact, CEOs cite managing and developing their leadership talent as the issue that is most important to the future success of their business but that their organizations are least capable of addressing effectively. Offers students an opportunity to engage in various activities intended to illustrate and practice the skills involved in implementing talent management systems.

HRMG 6223 | 3 Hours

Examines issues including discrimination and bias, sexual harassment and workplace romance, professional and personal development, power and privilege, work and family, and organizational strategies for promoting equal opportunity and a multicultural approach for leveraging diversity and inclusion. Incorporates readings to generate lively discussions and debates, experiential learning, self-reflection, case studies, and guest speakers who are diversity experts and thought leaders.Diversity in the workplace involves recognizing and capitalizing on individual differences such as religion, gender, race, ethnicity, sexual orientation, national origin, age, and physical ability/disability. Leaders need to address issues of diversity in strategic and ethical ways if they are to compete and succeed in a global economy.

HRMG 6230 | 3 Hours

Examines the leadership and managerial skills required for effectively managing multifunctional teams engaged in product, service, and business process innovation. Incorporates fieldwork, corporate visits, and other experiential learning opportunities. Explores strategies for recruiting, motivating, and retaining high-performance people. Introduces models for leading systematic innovative change within established corporate cultures, including understanding senior management attitudes toward innovation and how to create executive sponsors and mentors.

HRMG 6280 | 3 Hours

Seeks to help students build the cross-cultural skills necessary to comfortably and effectively work in different cultures and with people from different cultures. Discusses the alignment between the firm's business strategy and the leader's responses in a multicultural environment along with the methods for leadership effectiveness in multicultural teams and virtual environments. Using online, experiential, and discussion-based methods, offers students an opportunity to gain the self-awareness needed to generate a plan for their own global leadership development.

INTB 6226 | 3 Hours

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 | 2,3 Hours

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 Hours

Examines the role of multinational companies and their business leaders in addressing the sustainability challenges of our time as well as the nature of these challenges. Analyzes the changing role of corporations in society and their potential for multistakeholder collaborations to bring about positive societal change. Explores best management practices for addressing sustainability issues in a global context and how different national rules, norms, and beliefs shape multinational companies' ability and willingness to take on the role of positive change agents in society.

STRT 6224 | 3 Hours